RESEARCH FOCUS -
BUILDING VIRTUAL TEAMS
Managing Virtual
Teams
The VT may not have a single recognised leader, with
members reporting to a VT leader only for specialist items, whilst
reporting to more than one leader for other elements such as direction.
Additionally, the leadership may rotate between members on a regular, or
achievement, basis, or the team may be self directed. Therefore the VT
itself also needs to be managed in different ways to traditional project
teams:
- Additional
time will be required for responses and reactions;
- Aspects
of national culture may need to be taken into account;
- Communications
related difficulties and delays are often encountered;
- Different
work practices mean different management styles are encountered;
- Differences
in measuring and appreciating performance;
- Logistics
related difficulties and delays are often encountered;
- Modes
of interaction will change and may become less familiar;
- Physical
distance means limited direct, face to face, management;
- Team
membership may be part time, or infrequent;
- Technologies
and methodologies, may not always be compatible;
- The
complete team may be spread though a number of locations;
- VT
require a higher degree of autonomy than the MT;
- Quality,
safety and security requirements may not be the same;
As a consequence, project managers may also require
further training in controlling and directing VT , in addition to the team
training discussed previously:
- Awareness
of cultural differences;
- Coping
with different management styles;
- Improving
communications skills;
- Improving
delegation and empowerment;
- Increasing
tolerance and understanding;
- Knowledge
and awareness of common standards;
A key priority for the Project Board must be to
communicate with the VT, on a regular basis, wherever they are, as well as
the MT. Project wide direction, information and progress can be provided,
new ideas can be exchanged and potential conflicts can be averted. In many
cases, this type of communication can be achieved through the use of
various media, such as telephone, video conferencing, personal letters and
e-mail.
However, it will also be necessary for the Project
Board to visit the VT team members. Other MPT members should also
accompany the Project Board Members, to provide additional briefings and
familiarity. Visits to VT members will also provide opportunities for
informal discussion on topics not appropriate for electronic
communication. Regular contact and communications by the Project Board and
the VT can help maintain the team spirit in a number of ways:
- Encouraging
familiarity and trust between members ;
- Motivating
team members and gaining respect;
- Providing
familiarisation with management styles;
- Providing
independent praise, or criticism;
- Resolving
cultural and work related issues;
- Showing
that senior management are interested;
- Team
members identify with the project and feel part of the overall work;
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