Virtual project management - Revision history

Tkokotas at 11:13, 20 December 2018

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	~~[[Category:Project Management]]~~		''Developed by Kasper Kjær Rasmussen''


	New dimension into project management appeared with the rise of the Internet and development of collaborative software. Virtual teams, where people work with colleagues in remote locations are now a reality in the workplace environment. If this trend continues, virtual working will increasingly influence the way humanity operate, and the ‘effective virtual team worker’ will be a valued asset. A key benefit of forming virtual teams is the ability to cost-effectively tap into a wide pool of talent from various locations.<ref name="cio">CIO. "How to manage a virtual project team". http://www.cio.com.au/article/368495/how_manage_virtual_project_team/</ref>		New dimension into project management appeared with the rise of the Internet and development of collaborative software. Virtual teams, where people work with colleagues in remote locations are now a reality in the workplace environment. If this trend continues, virtual working will increasingly influence the way humanity operate, and the ‘effective virtual team worker’ will be a valued asset. A key benefit of forming virtual teams is the ability to cost-effectively tap into a wide pool of talent from various locations.<ref name="cio">CIO. "How to manage a virtual project team". http://www.cio.com.au/article/368495/how_manage_virtual_project_team/</ref>
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	*[https://en.wikipedia.org/wiki/Virtual_team Virtual Team]		*[https://en.wikipedia.org/wiki/Virtual_team Virtual Team]
	*[https://en.wikipedia.org/wiki/Virtual_management Virtual Management]		*[https://en.wikipedia.org/wiki/Virtual_management Virtual Management]


			[[Category:Project Management]]

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	==Definitions==		==Definitions==
	'''Virtual program management (VPM)''' is management of a project done by a virtual team, though it rarely may refer to a project implementing a virtual environment It is noted that managing a virtual project is fundamentally different from managing traditional projects, combining concerns of telecommuting and global collaboration (culture, time zones, language).<ref>Velagapudi, Mridula. "Why You Cannot Avoid Virtual Project Management 2012 Onwards" April 13, 2012 http://blog.bootstraptoday.com/2012/04/13/why-you-cannot-avoid-virtual-project-management-2012-onwards/</ref><ref>Global Knowledge."Virtual Project Management (course)". http://www.globalknowledge.com/training/course.asp?pageid=9&courseid=10276&catid=196&country=United+States</ref>		'''Virtual program management (VPM)''' is management of a project done by a virtual team, though it rarely may refer to a project implementing a virtual environment, it is noted that managing a virtual project is fundamentally different from managing traditional projects, combining concerns of telecommuting and global collaboration (culture, time zones, language).<ref>Velagapudi, Mridula. "Why You Cannot Avoid Virtual Project Management 2012 Onwards" April 13, 2012 http://blog.bootstraptoday.com/2012/04/13/why-you-cannot-avoid-virtual-project-management-2012-onwards/</ref><ref>Global Knowledge."Virtual Project Management (course)". http://www.globalknowledge.com/training/course.asp?pageid=9&courseid=10276&catid=196&country=United+States</ref>

	'''A Virtual Team''' also known as a '''Geographically Dispersed Team (GDT)''' – is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology. They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable. Geographically dispersed teams allow organizations to hire and retain the best people regardless of location.<ref>"Definition of Virtual Teams", http://managementhelp.org/groups/virtual/defined.pdf</ref>		'''A Virtual Team''' also known as a '''Geographically Dispersed Team (GDT)''' – is a group of individuals, who work across time, space and organizational boundaries with links strengthened by webs of communication technology. They have complementary skills and are committed to a common purpose; have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable. Geographically dispersed teams allow organizations to hire and retain the best people regardless of location.<ref>"Definition of Virtual Teams", http://managementhelp.org/groups/virtual/defined.pdf</ref>

	Virtual team is an alternative to the traditional form of business organization, which is characterized by the presence of a physical office. However, in practice, more common is the mixed model, in which the company has a physical office, is used to solve most of the problems of remote workers, outsourcing or freelancing.		Virtual team is an alternative to the traditional form of business organization, which is characterized by the presence of a physical office. However, in practice, more common is the mixed model, in which the company has a physical office, is used to solve most of the problems of remote workers, outsourcing or freelancing.
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	'''Input Factors:'''		'''Input Factors:'''
	*'''Virtuality''' is a term that is defined in a variety of ways, but typically with respect to dispersion. Virtual teams can be dispersed on many dimensions, most often geographically, and also in time, organizational affiliation, culture, and technology.<ref name="concept"></ref>		*'''Virtuality''' is a term that is defined in a variety of ways, but typically with respect to dispersion. Virtual teams can be dispersed on many dimensions, most often geographically and also in time, organizational affiliation, culture and technology.<ref name="concept"></ref>

	*'''Collaboration technology''' an integrated and flexible set of tools for structuring process, supporting task requirements, and communicating among project members. These characteristics are not fixed, but instead can be adapted by team members as they develop knowledge of the task, each other, and the technology itself.<ref name="concept"></ref>		*'''Collaboration technology''' an integrated and flexible set of tools for structuring process, supporting task requirements, and communicating among project members. These characteristics are not fixed, but instead can be adapted by team members as they develop knowledge of the task, each other, and the technology itself.<ref name="concept"></ref>
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	'''Team Process Factors:'''		'''Team Process Factors:'''
	*'''Communication''' is the process ~~through~~ which people convey meaning to one another through the exchange of messages and information to carry out project activities.<ref name="concept"></ref>		*'''Communication''' is the process, which people convey meaning to one another through the exchange of messages and information to carry out project activities.<ref name="concept"></ref>

	*'''Coordination''' can be defined as the mechanisms through which people, technology, and other resources are combined to carry out the activities required to attain project goals.<ref name="concept"></ref>		*'''Coordination''' can be defined as the mechanisms through which people, technology and other resources are combined to carry out the activities required to attain project goals.<ref name="concept"></ref>

	*'''Control''' is the process of monitoring and measuring project activities to anticipate and manage variances from plans and goals.<ref name="concept"></ref>		*'''Control''' is the process of monitoring and measuring project activities to anticipate and manage variances from plans and goals.<ref name="concept"></ref>

	'''Team Outcome Factors:''' Time-interaction-performance (TIP) theory <ref>"Time, Interaction, and Performance (TIP)" Joseph E. Mcgrath. University of Illinois. http://sgr.sagepub.com/content/22/2/147.abstract</ref> provides a systemic and multi-dimensional picture of team output. TIP theory posits three simultaneous aspects of team functioning: '''team performance''', which means getting the task done; '''team well-being''', or the relations among team members, and '''member support''', which is the relationship of the individual to the team.<ref name="concept"></ref>		'''Team Outcome Factors:''' Time-interaction-performance (TIP) theory <ref>"Time, Interaction, and Performance (TIP)" Joseph E. Mcgrath. University of Illinois. http://sgr.sagepub.com/content/22/2/147.abstract</ref> provides a systemic and multi-dimensional picture of team output. TIP theory posits three simultaneous aspects of team functioning: '''team performance''', which means getting the task done; '''team well-being''', or the relations among team members and '''member support''', which is the relationship of the individual to the team.<ref name="concept"></ref>

	==Virtual Teams==		==Virtual Teams==
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	Communication builds trust. It provides guidance, and the phrase “collaborative teams” infers that communication is taking place. Lack of communication is the one hurdle that really distinguishes the challenges faced by virtual teams. Blaine and Bowen build on Daft and Wiginton proposition that it is not quantity of information that reduces equivocally, but the quality or “richness” of that information. Richness is a property of the medium used to convey information, which includes the mediums’ ability to provide immediate feedback, use multiple cues and channels, and allow personalization and language variety. Communication can be decomposed into its data capacity and richness. A phone, for instance would be high in richness, but low in data capacity, while reports would be high in data capacity, but low in richness. Recent technologies have simply provided additional mechanisms of communication. With each new tool in the toolbox, there is a chance that a more appropriate tool exists for the communication need than existed a decade ago.		Communication builds trust. It provides guidance, and the phrase “collaborative teams” infers that communication is taking place. Lack of communication is the one hurdle that really distinguishes the challenges faced by virtual teams. Blaine and Bowen build on Daft and Wiginton proposition that it is not quantity of information that reduces equivocally, but the quality or “richness” of that information. Richness is a property of the medium used to convey information, which includes the mediums’ ability to provide immediate feedback, use multiple cues and channels, and allow personalization and language variety. Communication can be decomposed into its data capacity and richness. A phone, for instance would be high in richness, but low in data capacity, while reports would be high in data capacity, but low in richness. Recent technologies have simply provided additional mechanisms of communication. With each new tool in the toolbox, there is a chance that a more appropriate tool exists for the communication need than existed a decade ago.

	The effects of various types of communication mechanisms was the subject of a study by Eggert. He approach the topic through the framework of a dilemma game, also called the prisoners’ dilemma, public good games, or free riding game. The concept is that with collaboration two individuals achieve a better payoff, but must rely on the other person to get that better payoff. There is also an incentive to cheat or free ride where there is gain by one member at the other’s expense. They conducted seven free riding experiments where the difference between each was the type of communication related to business interfaces. These included communication by reference, identification, lecture, talk-show, audio-conference, video-conference, and table conference. Eggert evaluated the cooperation level and the stability of the cooperation for each method. He found reference and identification produced low levels of cooperation and were highly stable. Lecture, talk show and audio-conference produced intermediate levels of cooperation that were unstable. Finally, video and table conferencing produced a high level of cooperation and were highly stable as well. He concludes the business implication is that both auditory and visual communication play key roles for efficient outcomes.		The effects of various types of communication mechanisms was the subject of a study by Eggert. He approach the topic through the framework of a dilemma game, also called the prisoners’ dilemma, public good games, or free riding game. The concept is that with collaboration two individuals achieve a better payoff, but must rely on the other person to get that better payoff. There is also an incentive to cheat, or free ride where there is gain by one member at the other’s expense. They conducted seven free riding experiments where the difference between each was the type of communication related to business interfaces. These included communication by reference, identification, lecture, talk-show, audio-conference, video-conference, and table conference. Eggert evaluated the cooperation level and the stability of the cooperation for each method. He found reference and identification produced low levels of cooperation and were highly stable. Lecture, talk show and audio-conference produced intermediate levels of cooperation that were unstable. Finally, video and table conferencing produced a high level of cooperation and were highly stable as well. He concludes the business implication is that both auditory and visual communication play key roles for efficient outcomes.

	Certainly video and face-to-face conferencing is not always possible with all virtual team communications. Therefore, several authors have provided guidelines for alleviating communication problems. Gould suggests the following practices:		Certainly video and face-to-face conferencing is not always possible with all virtual team communications. Therefore, several authors have provided guidelines for alleviating communication problems. Gould suggests the following practices:

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S135553: /* Pros & ConsExpathKnowHow. "Virtual Teams". http://www.expatknowhow.com/Documents/virtual-teams.pdf */

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Pros & ConsExpathKnowHow. "Virtual Teams". http://www.expatknowhow.com/Documents/virtual-teams.pdf

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	*'''Offshore ISD''' outsourcing teams, they are independent service provider teams that a company can subcontract portions of work to. These teams usually work in conjunction with an onshore team. ''Offshore ISD'' is commonly used for software development as well as international R&D projects.		*'''Offshore ISD''' outsourcing teams, they are independent service provider teams that a company can subcontract portions of work to. These teams usually work in conjunction with an onshore team. ''Offshore ISD'' is commonly used for software development as well as international R&D projects.

	===Pros & Cons~~<ref>ExpathKnowHow. "Virtual Teams". http://www.expatknowhow.com/Documents/virtual-teams.pdf</ref>~~===		===Pros & Cons===
	Advantages:		Advantages:
	* '''Increased productivity''': work is not limited to the traditional 9-5 work day as a ‘follow the sun approach’, it can results in faster time to market of products, technology and services.		* '''Increased productivity''': work is not limited to the traditional 9-5 work day as a ‘follow the sun approach’, it can results in faster time to market of products, technology and services.<ref name="ExpathKnowHow">ExpathKnowHow. "Virtual Teams". http://www.expatknowhow.com/Documents/virtual-teams.pdf</ref>
	* '''Extended market opportunity''': an ability to establish a ‘presence’ with customers worldwide. This can also enable small businesses to compete on a global scale without limiting the customer base.		* '''Extended market opportunity''': an ability to establish a ‘presence’ with customers worldwide. This can also enable small businesses to compete on a global scale without limiting the customer base.<ref name="ExpathKnowHow"></ref>
	* '''Knowledge transfer''': this enables companies to compete on a global scale by bringing together people with different types of knowledge into ‘online’ meetings from around the globe.		* '''Knowledge transfer''': this enables companies to compete on a global scale by bringing together people with different types of knowledge into ‘online’ meetings from around the globe.<ref name="ExpathKnowHow"></ref>

	Disadvantages:		Disadvantages:
	* '''Communication deficiency''': a failure to properly communicate due to the elimination of body language or the increase of incorrect assumptions based upon cultural difference or lack of understanding.		* '''Communication deficiency''': a failure to properly communicate due to the elimination of body language or the increase of incorrect assumptions based upon cultural difference or lack of understanding.<ref name="ExpathKnowHow"></ref>
	* '''Poor leadership and management''': the inability to communicate and deliver clear messages to the team.		* '''Poor leadership and management''': the inability to communicate and deliver clear messages to the team.<ref name="ExpathKnowHow"></ref>
	* '''Incompetent team members''': lazy or individuals that lack expertise or knowledge can have a negative impact on the team.		* '''Incompetent team members''': lazy or individuals that lack expertise or knowledge can have a negative impact on the team.<ref name="ExpathKnowHow"></ref>

	==Virtual project success factors==		==Virtual project success factors==

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External links

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	==External links==		==External links==
	[https://en.wikipedia.org/wiki/Virtual_team Virtual Team]		*[https://en.wikipedia.org/wiki/Virtual_team Virtual Team]
	[https://en.wikipedia.org/wiki/Virtual_management Virtual Management]		*[https://en.wikipedia.org/wiki/Virtual_management Virtual Management]

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External links

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	==External links==		==External links==
	[https://en.wikipedia.org/wiki/Virtual_team ~~title~~]		[https://en.wikipedia.org/wiki/Virtual_team Virtual Team]
			[https://en.wikipedia.org/wiki/Virtual_management Virtual Management]

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	[4] "Project Management: A Systems Approach to Planning, Scheduling, and Controlling", Harold R. Kerzner.		[4] "Project Management: A Systems Approach to Planning, Scheduling, and Controlling", Harold R. Kerzner.

			==External links==
			[https://en.wikipedia.org/wiki/Virtual_team title]

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 Setting clear goals and objectives are important in any project. When a portion of the team is virtual, this is all the more important. The virtual team workers cannot physically walk into your office to ask clarifying questions, review goal statements posted on the walls or physically attend team focus meetings. Setting clear goals, expectations, and how each virtual member’s contributions align to the goals is crucial. In order to allow inclusion of virtual team members, consider adding the project team goal statements on the front page of team work sites or find other ways of making them readily available.<ref name="cio"></ref>
-==Further reading==
+==See also==
 [1] "Virtual Project Management: Software Solutions for Today and the Future", Paul E. McMaho.
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 [4] "Project Management: A Systems Approach to Planning, Scheduling, and Controlling", Harold R. Kerzner.

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	==See also==		==See also==
	*[[Agile Project Management]]		*[[Agile Project Management]]
	~~[[Category:Project Management]]~~

	= References =		= References =
	<references />		<references />

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	[[Category:Project Management]]		[[Category:Project Management]]

	New dimension into project management appeared with the rise of the Internet and development of collaborative software. Virtual teams, where ~~pop;e~~ work with colleagues in remote locations are now a reality in the workplace. If this trend in the workplace environment continues, virtual working will increasingly influence the way humanity operate, and the ‘effective virtual team worker’ will be a valued asset. A key benefit to forming virtual teams is the ability to cost-effectively tap into a wide pool of talent from various locations.<ref name="cio">CIO. "How to manage a virtual project team". http://www.cio.com.au/article/368495/how_manage_virtual_project_team/</ref>		New dimension into project management appeared with the rise of the Internet and development of collaborative software. Virtual teams, where people work with colleagues in remote locations are now a reality in the workplace. If this trend in the workplace environment continues, virtual working will increasingly influence the way humanity operate, and the ‘effective virtual team worker’ will be a valued asset. A key benefit to forming virtual teams is the ability to cost-effectively tap into a wide pool of talent from various locations.<ref name="cio">CIO. "How to manage a virtual project team". http://www.cio.com.au/article/368495/how_manage_virtual_project_team/</ref>

	Most project managers with a few years experience or more are likely to have managed a project, where some or even all of the project members were remotely located. How different is managing a virtual project team from a co-located team? Are there additional considerations or risks involved in managing a virtual team?		Most project managers with a few years experience or more are likely to have managed a project, where some or even all of the project members were remotely located. How different is managing a virtual project team from a co-located team? Are there additional considerations or risks involved in managing a virtual team?

	==Definitions==		==Definitions==
	'''Virtual program management (VPM)''' is management of a project done by a virtual team, though it rarely may refer to a project implementing a virtual environment It is noted that managing a virtual project is fundamentally different from managing traditional projects, combining concerns of telecommuting and global collaboration (culture, ~~timezones~~, language).<ref>Velagapudi, Mridula. "Why You Cannot Avoid Virtual Project Management 2012 Onwards" April 13, 2012 http://blog.bootstraptoday.com/2012/04/13/why-you-cannot-avoid-virtual-project-management-2012-onwards/</ref><ref>Global Knowledge."Virtual Project Management (course)". http://www.globalknowledge.com/training/course.asp?pageid=9&courseid=10276&catid=196&country=United+States</ref>		'''Virtual program management (VPM)''' is management of a project done by a virtual team, though it rarely may refer to a project implementing a virtual environment It is noted that managing a virtual project is fundamentally different from managing traditional projects, combining concerns of telecommuting and global collaboration (culture, time zones, language).<ref>Velagapudi, Mridula. "Why You Cannot Avoid Virtual Project Management 2012 Onwards" April 13, 2012 http://blog.bootstraptoday.com/2012/04/13/why-you-cannot-avoid-virtual-project-management-2012-onwards/</ref><ref>Global Knowledge."Virtual Project Management (course)". http://www.globalknowledge.com/training/course.asp?pageid=9&courseid=10276&catid=196&country=United+States</ref>

	'''A Virtual Team''' also known as a '''Geographically Dispersed Team (GDT)''' – is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology. They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable. Geographically dispersed teams allow organizations to hire and retain the best people regardless of location.<ref>"Definition of Virtual Teams", http://managementhelp.org/groups/virtual/defined.pdf</ref>		'''A Virtual Team''' also known as a '''Geographically Dispersed Team (GDT)''' – is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology. They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable. Geographically dispersed teams allow organizations to hire and retain the best people regardless of location.<ref>"Definition of Virtual Teams", http://managementhelp.org/groups/virtual/defined.pdf</ref>
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	For example, in order to reduce cost many organizations are outsourcing their backend HR operations or even for that matter the recruitment agencies form ''functional virtual teams'' for their clients.		For example, in order to reduce cost many organizations are outsourcing their backend HR operations or even for that matter the recruitment agencies form ''functional virtual teams'' for their clients.

	*'''Service Teams''' have members across ~~difference~~ time zones, therefore when one member in Asia goes to sleep, the other member in America wakes up to answer your queries. This is the basic model of ''service teams'', which are formed of members spread across widely distinct geographic locations and though each member works independently, but they together perform work in continuation. It is like relay race where one takes baton from the other and run the race. These are effective as technical and customer support teams.		*'''Service Teams''' have members across different time zones, therefore when one member in Asia goes to sleep, the other member in America wakes up to answer your queries. This is the basic model of ''service teams'', which are formed of members spread across widely distinct geographic locations and though each member works independently, but they together perform work in continuation. It is like relay race where one takes baton from the other and run the race. These are effective as technical and customer support teams.

	For example, cellular companies, banks, software companies have call/support centre, which answer calls and help you to solve problems.		For example, cellular companies, banks, software companies have call/support centre, which answer calls and help you to solve problems.
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	*'''Cultural Differences'''		*'''Cultural Differences'''
	Virtual Project Managers must be cognizant of cultural differences for the purpose of ensuring that the communication remains effective at all times. About 15 percent to 20 percent of culture is readily visible and these characteristics include, but are not limited to language, ethnicity, dress, laws, art, architecture, and other attributes that are immediately obvious when meeting a person from a particular culture. About 75 percent to 80 percent of culture is hidden below the surface of most people’s awareness. These characteristics are deeply ingrained attitudes, beliefs, prejudices, and expectations that comprise an individual’s ~~world view~~ (Brown, Huettner, James-Tanny, 2007). A project manager needs to respect the cultures of different team members, while at the same time creating a common work culture that all team members can share.		Virtual Project Managers must be cognizant of cultural differences for the purpose of ensuring that the communication remains effective at all times. About 15 percent to 20 percent of culture is readily visible and these characteristics include, but are not limited to language, ethnicity, dress, laws, art, architecture, and other attributes that are immediately obvious when meeting a person from a particular culture. About 75 percent to 80 percent of culture is hidden below the surface of most people’s awareness. These characteristics are deeply ingrained attitudes, beliefs, prejudices, and expectations that comprise an individual’s worldview (Brown, Huettner, James-Tanny, 2007). A project manager needs to respect the cultures of different team members, while at the same time creating a common work culture that all team members can share.

	A project manager needs to make sure communication, when working with team members from different countries, is explicit and well written out. Shorthand acronyms or abbreviations may not be known by all team members which can cause confusion and should be avoided at all costs. For example, an individual in an email may ask for a deliverable by “EOD”. Team members from different cultures may not know that “EOD” is an acronym for “end of day”, and ~~further more~~ the “EOD” means different things to different people. If you have two members, one in New York and one in Los Angeles, end of the day for the New York team member is 6:00pm EST (Eastern Standard Time), which is 3:00pm PST (Pacific Standard Time). To avoid this type of confusion, it is recommended that all communications be thorough, clear and explicit.<ref name="virtchar"></ref>		A project manager needs to make sure communication, when working with team members from different countries, is explicit and well written out. Shorthand acronyms or abbreviations may not be known by all team members which can cause confusion and should be avoided at all costs. For example, an individual in an email may ask for a deliverable by “EOD”. Team members from different cultures may not know that “EOD” is an acronym for “end of day”, and furthermore the “EOD” means different things to different people. If you have two members, one in New York and one in Los Angeles, end of the day for the New York team member is 6:00pm EST (Eastern Standard Time), which is 3:00pm PST (Pacific Standard Time). To avoid this type of confusion, it is recommended that all communications be thorough, clear and explicit.<ref name="virtchar"></ref>

	* '''The leadership challenge'''		* '''The leadership challenge'''