While a project is a form of organisation which is characterised through its uniqueness,
its novelty and a fixed end date, a virtual project team is distributed over different
locations worldwide, but working together as one team. Remote communication
between the team members is done through synchronous and asynchronous means of
virtual communication. Because these media cannot transmit the full bandwidth of
human communication, there must be rules set how to act with these different means of
virtual communication in order to prevent frustration and communication problems.
Additional difficulties may arise when a virtual project team is composed of people with
different cultural backgrounds. In such a case, a project manager of a virtual team has to
join communication skills with intercultural skills.
In order to work together under these circumstances, team building is crucial to make a
virtual project a success. Successful team building in a virtual project first of all means
that people with the right characteristics have to be chosen to form a virtual project
team. For example, they must have a high level of self-organisation and social
competence. Furthermore, building trust is crucial in order to make people who may
never see each other in real life successfully work together.
In order to manage the task of a virtual project, a project manager of such a team needs
a high level of social skills coupled with the skills of a motivator.
The Blended Delivery model of Logica, a global provider of IT services, where a local
core team works together with an extended virtual team, may be a good compromise
between virtual and non-virtual project work and may combine benefits of both
organisation forms.
Table of Contents
Executive summary
List of Abbreviations
List of Figures
List of Tables
1 Introduction
2 Methodology
3 Definitions
3.1 What is a project?
3.2 What is project management?
3.3 What is a virtual project team?
4 Motivations for forming a virtual project team
5 Challenges and problems of a virtual project team and how to overcome them
5.1 Difficulties of remote communication and how to deal with them
5.2 Dealing with different cultures
5.3 Issues of team building
5.3.1 Choosing the right people
5.3.2 Creating identification
5.3.3 Building trust
5.3.4 Dealing with conflicts
6 Qualities of a virtual project manager
7 Current practice: Logica’s Blended Delivery model combining virtual and non- virtual aspects as example
8 Conclusion
References
ITM
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