RESEARCH FOCUS -
BUILDING VIRTUAL TEAMS
Team Scope
Before the VT is established, it is important to ensure that the
scope, objectives and deliverables of the VT are clearly and unambiguously
defined and are related to the overall work load. This will help to establish
the VT boundaries, together with areas of overlap and tolerance. Once
established, the agreed scope must be publicised to all appropriate
stakeholders. The principle elements of the scope for the VPT will include:
- Goals
and objectives
- Position
of VPT relative to main project areas
- Products
and their components
- Targets
and timescales
- Areas
of overlap and tolerance
- Clearly
defined boundaries
- Key
reporting lines
- Communications
strategy
Many of the elements relating to the VT scope are
similar to those of the MT. However, difficulties are often encountered in
gaining agreement on the fine details and mechanisms for achieving the
various goals and objectives. When gaining agreement on scope, the
following will need to be taken into account:
- Adaptability
of cultures;
- Availability
of resources and specialists;
- Balance
of work between partners;
- Compatibility
of technology and systems;
- Level
of specialisation required for the work;
- Suitability
of management styles;
- Differences
in priorities and sequencing;
For VPT, additional time will be required to
investigate these and for gaining formal agreement and acceptance from all
partners. For complex projects, these investigations should be part of the
project initiation. Cultural assessments, such as Spectra Analysis can
also be used to provide the necessary information.
When establishing scope for the VPT, care should be
taken to ensure realistic and achievable success criteria are provided for
the team. These should be reflected in the provision of appropriate
performance measurement systems, including individual and team recognition
schemes. Care should also be taken to ensure adequate reporting systems
are provided, taking account of the reporting requirements of all
stakeholders.
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