Managing Virtual Team By Shantanu Bhamare, PMP, MBA

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Project Management Institute (PMI), Pennsylvania, USA had organized Global Congress in Melbourne, Australia in February 2010. Global Congress offer face-to-face opportunities to connect with and learn from fellow volunteer leaders. Designed to inspire and support you as you advance your skills, the meetings take place four times a year. At the meetings, global leaders collaborate in productive, curriculum-driven educational sessions.

Shantanu Bhamare Vice President of PMI Pune-Deccan India Chapter was invited by Project Management Institute (PMI), Pennsylvania, USA to present in this Global Congress. Here is the presentation for you.

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Managing Virtual Team By Shantanu Bhamare, PMP, MBA

  1. 1. Session # TMG06 Managing AMulti-location / Virtual Team Shantanu Bhamare, PMP®, MBA “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  2. 2. Session # TMG06 About the speaker • Shantanu Bhamare is a Project Management Professional (PMP) certified from Project Management Institute (PMI) USA . He is a Bachelor Of Engineering in Computers from Pune. He has also done Post Graduate Diploma In Advanced Computing from CDAC, Pune, Mobile Computing from the Indian Institute of Technology (IIT), Bombay & MBA in IT & Finance.• He is currently working with IBM as a Deputy General Manager. He has over 18 years of professional experience in the IT industry on software projects enabling a wide variety of domains such as eCommerce, CRM & Telecom.• He is a recipient of an International award "Best Volunteer Leader Of The Year 2007" given by Project Management Institute (PMI) USA . He was recognized at Leadership Meeting in Denver, CO, USA in October 2008. Where leaders across the world come together and share each other experience, issues in each region, discuss on best practices in each region and set vision for PMI for next year.• He also got appointed as Vice President of PMI Pune Chapter which is affiliated to Project Management Institute (PMI), USA. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  3. 3. Session # TMG06 About the speaker (contd..)• PMI selected him to be a part of Content Contributors & Content Reviewers on the teams to update and rewrite PMI’s most influential global standard: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 4th Edition. It’s an American National Standard ANSI/PMI 99-001-2004. This book is read all over the world as it is mandatory book to give Certified Associate in Project Management (CAPM) & Project Management Professional (PMP) exams.• He represented the chapter in the Leadership Meeting at Hong Kong in January 2007 and became part of Asia’s strategic team.• He has got Co-inventor Patent on Pricer Product, filed in USA, while working with Selectica Inc. USA.• He has got Spot Award for Excellent Project Management while working with Datapro Infoworld Ltd.• He has a keen interest in pursuing different techniques for effective Project Management. His current interests include better estimation techniques, becoming better conflict resolution manager, better risk management, and use of earned value analysis for project tracking. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  4. 4. Session # TMG06 Contact Information• Shantanu Bhamare, PMP ®• Email : sbhamare@yahoo.com• Blog : http://sbhamare.blogspot.com/• LinkedIn:http://www.linkedin.com/in/sbhamare• Twitter : http://twitter.com/sbhamare• YouTube : http://youtube.com/sbhamare1 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  5. 5. Session # TMG06 Agenda• Introduction• Conditions for Multi-location Team• Traditional Team Vs Virtual Team• Multi-location Team Types• Multi-location Team Rules• Multi-location Team Challenges• Multi-location Team Advantages• Multi-location Team a case study• Q&A “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  6. 6. Session # TMG06 Introduction• In current changing scenario and global working environment, most often we have to manage multi-location team (Whether we like it or not)• This helps us remain competitive over others• Multi-location could be in same country or in different countries for same project• Multi-location could be in same company or in different companies for same project “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  7. 7. Session # TMG06 Conditions for Multi-location Team• Large-scale project• Infrastructure related issues at current location• Non availability of skills sets at current location• No of people required are not available at current location• Part of the project is given to 3rd party vendor• In a project there are more than one vendor• Any other reason ? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  8. 8. Session # TMG06 Traditional Vs Virtual Team• Fixed team membership • Shifting team membership • Team members can include• All team members drawn from people from outside the within the organization organization (clients, collaborators)• Team members are dedicated • Most people are members of 100% to the team multiple teams • Team members are• Team members are co- distributed organizationally located organizationally and and geographically geographically • Teams form and reform continuously• Teams have a fixed starting • Teams have multiple reporting and ending point relationships with different parts of the organization at• Teams are managed by a different times single manager “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  9. 9. Session # TMG06 Sites, Sites & Sites OffsiteOnsite Offshore Vendor Site “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  10. 10. Session # TMG06 Multi-location Team Types• Manager at one location and all other team members are at different location like a spider “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  11. 11. Session # TMG06 Multi-location Team Types• Manager at one location and group of team members at more than one location like a butterfly “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  12. 12. Session # TMG06 Multi-location Team Types• Manager & few of team members at one location and all other team members are at different location like a bitter “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  13. 13. Session # TMG06 Multi-location Team Types• Any other type ? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  14. 14. Session # TMG06Team Building • All teams go through five stages of development: – Forming – Storming – Norming – Performing, and – Adjourning • Forming : This phase is where the team meets and learns about the work and what their formal roles and responsibilities are. Team members tend to be independent and not as open in this phase. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  15. 15. Session # TMG06Team Building • Storming : During this phase, the team begins to address the work. If team members are not collaborative and open to differing ideas and perspectives the environment can become destructive. • Norming: In norming phase, team members begins to work together and adjust work habits and behaviors that support the team. The team begins to trust each other. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  16. 16. Session # TMG06Team Building • Performing : Team that reaches the performing phase, function as a well-organized unit. They are interdependent and work through issues smoothly and effectively. • Adjourning : In the adjourning phase, the team completes the work and moves on from the work. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  17. 17. Session # TMG06 Multi-location Team Rules• There should be a clear purpose and focus. If you dont have this, doesnt help you get the job done• Unless all the participants have worked together before, youll have to allow for a time when they get to know each other “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  18. 18. Session # TMG06Multi-location Team Challenges Managing multi-location team effectively is a challenge for no of reasons. Some of the challenges are : 1. Team experience / maturity 2. Team skill sets 3. Available communication channels 4. Addition of communication complexity 5. Building Trust 6. Improving Relationships “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  19. 19. Session # TMG06Multi-location Team Challenges 7. Cultural differences 8. Distance / Different Geography 9. Time zone difference 10. Work type “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  20. 20. Session # TMG06 1. Team experience / maturity• Managers must consider how mature each team is and their work experience• There should be a good mix of junior staff, senior personnel, project designers and a project leader mix ratio could be 9:5:3:1 (where Jr. staff 9 nos, Sr. personal 5 nos, Designers 3 nos and project leader 1 no) at each location “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  21. 21. Session # TMG06 1. Team experience / maturity• Having a project leader at each location allows that person to be responsible for the work at that location “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  22. 22. Session # TMG06 2. Team skill sets• The type of skill sets each location has is very important• Managers must consider if the location can work independently or in isolation or by little coordination• Special skill sets at any given location must be well-utilized “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  23. 23. Session # TMG06 3. Available comm. channels• Typical communication channels are eMails, Twitter, Telephone Conf & Video Conferencing• In project planning phase, communication plan should be developed, which should lay out which communication channel(s) will be used, how & at which interval, who all should be part of the communication, etc “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  24. 24. Session # TMG064. Addition of communication complexity• As no of team members increases in a project, it’s complexity also increases• It’s directly proportional to team size• No of communication channels = (n*(n-1))/2• Managers must look into increasing communication channels between the members• Absence of body language & gestures in remote communication “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  25. 25. Session # TMG064. Addition of communication complexity• Message is conveyed only through language , words & voice intonation• Diversity in Languages, accent & culture poses additional problem• Noise & voice modulation in communication media aggravate the situation “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  26. 26. Session # TMG06 5. Building Trust• Professional Regard: respect for ones skills, knowledge, experience and ability to get the job done• Personal Regard: respect for ones values and integrity• Relationships: history, friendship and the mutual appreciation of differences• Follow through on commitments and promises• Sharing functional or technical knowledge “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  27. 27. Session # TMG06 6. Improving Relationships• Emphasize "commonality" -- areas where you and your employee share backgrounds, interests etc.• Stay in touch, particularly by phone• Focus on clear communication and on making sure youve been understood• Show concern for your employee and be generous with praise when it is earned “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  28. 28. Session # TMG06 7. Cultural differences• Be aware of differences in cultures and work habits• Do not stereotype• Instead listen actively and emphatically “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  29. 29. Session # TMG06 8. Distance / Different Geography• If team is in one country and if distance is less then co-location of team is possible as and when required• If not, then time zone difference adds one more dimension to it “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  30. 30. Session # TMG06 9. Time Zone Difference• For meetings has to find out appropriate time which will be suitable for all team members at all locations, few team members may have to adjust for the same – Same time same place (face to face meetings) – Same time different place (audio/ video conference) – Different time same place (shared documents, common repository) – Different time different place (email or voice mail messages)• Can take advantage of time zone difference “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  31. 31. Session # TMG06 10. Work type• Whether work is of only construction (coding), testing, or design ?• If it is only construction work then can be done in isolation as high level and low level design would be ready• Also if it is only testing can be done in isolation• But when it’s design work then many a times it becomes difficult as there could be interdependencies of workpackages / modules “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  32. 32. Session # TMG06 Advantages of Multi-location TeamProject resources can be selected based on theperson who is best suited for the projectTeam formation does not involve relocationcostsOccasional technical experts can be added tothe team regardless of their location and withoutthe need for travel expenses “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  33. 33. Session # TMG06 Advantages of Multi-location Team Exchange rate between two different currencies that are potential providers of a particular project resource might make a resource in the country with a favorable exchange rate appear to be exceptionally low priced• Ability to quickly assemble and dismantle teams “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  34. 34. Session # TMG06 A Practical Case Study“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  35. 35. Session # TMG06 A Case Study• Met team members of all locations, understood their skill sets, no of years of experience, etc• Identified one team lead / project lead from each location and given responsibility (with authority) to take care of that location• Project scope briefing was done at each location so that they understand complete project work instead of only work given at that location “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  36. 36. Session # TMG06 A Case Study contd…• Responsibility of each location was made transparent to all• Status call with team lead / project lead of each location everyday was planned to take updates, decide plan for next day, discussion on various issues, discussion on interdependencies• Skip level meeting (teleconf / face-2-face)• Used document management system “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  37. 37. Session # TMG06 A Case Study contd…• Team directory was created sorted by team location, which contains Photo, Name, Role, Email id, Land line no, Mobile no. This helps team to understand each other role and communication with each other• Design workshop twice a month. Designers of each location were co-located. They used to discuss on interdependencies of design, resolution of those interdependencies and they used to also discuss how they are going about their design, so that all designers are one page “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  38. 38. Session # TMG06 A Case Study contd…• There was another option of giving design work at one location only, instead of calling designer from various locations for design workshop twice a month at one location• Teleconf of all designers every day for 1 hour to discuss issues, interdependencies• Maintenance of Risk, Issue & Dependency registers• Checkpoint call with client on weekly basis to update progress of the project and to discuss on risk & issues “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only
  39. 39. Session # TMG06 A Case Study contd…• Figuring out of SV & CV on weekly basis and taking corrective action if any• Visit each location at-least once a month, so that there is sense of belongings. Could use this opportunity to motivate people to produce more output• Last but not least, party after accomplishment of major milestone for each location and then at the end of / go live of project all team members were called at one location for the celebration. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only

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