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