Title: Using Virtual Teams for Project and Organizational Success Dr' Ginger Levin 9547839819 ginlevinaol'c
1Using Virtual Teams for Project and
Organizational SuccessDr. Ginger
Levin954-783-9819ginlevin_at_aol.com
2Presentation Overview
- Project Success
- The Virtual Project
- Factors for Success
- Motivation
- Collaborative Leadership
- Communication
- Foster Commitment
- Conflict Resolution
- Virtual Project Team Maturity
3Virtual Project 1
- Characteristics
- More than 6 years in duration
- 150 participants
- Core team
- E-mail, web tools
- Not complete
- Extensive turmoil and turnover
4Virtual Project 2
- Characteristics
- 10 years Government contract
- Staff turnover client and project team
- Cost, schedule, quality objectives met
- High team morale and commitment
5(No Transcript)
6Success
- Key questions
- Are we achieving the results we desire?
- Are we meeting project objectives?
- Are we meeting customer success criteria?
- Are projects contributing to the success and
business of the organization?
7Project Success IndicatorsClient View
8Project Success FactorsTeam View
9Project Success AttributesOverlap Between Client
View and Team View
10Critical Capabilities for Project Professionals
- Leadership skills/vision
- Motivating others
- People skills/getting along with others
- Management skills/directing and managing others
Source The PMI Project Management Fact Book
11A Distributed Project
12Four Teams
13A Virtual Project
14One Team
15Challenges and Opportunities
- Challenges
- Procedures and guidelines
- Cultural diversity
- Communication barriers
- Integration
- Resolving conflicts
- ETC.
- Opportunities
- Efficiency
- Larger pool of resources
- Expertise
- Alliances
- Innovation and creativity
- 24-hour work
- ETC.
161. Motivation
We have to undo a one hundred-year-old concept
and convince our managers that their role is not
to control people and stay on top of things,
but rather to guide, energize and excite. -Jack
Welch, former CEO, General Electric, in Wisdom,
Inc
17Motivational Approaches
Need for Achievement
Need for Affiliation
Need for Power
18Achievement Motivation
- Characteristics
- Driven by the challenge of success
- Calculated risks
- Attainable but challenging goals
- Feedback desired
- Working on a Virtual Team
- Autonomy and flexibility
- Identity around content of work
- Set personal goals
- Adapt well to technology
19Affiliation Motivation
- Characteristics
- Enjoy being part of a team
- Conform to group norms
- Work toward group success
- Seek acceptance and friendship
- Cooperative attitude
- Working on a Virtual Team
- Relationship manager for the team
- Communications expeditor
- Facilitator
- Mentor
20Power Motivation
- Characteristics
- Influence and control
- Make decisions
- Direct the work of others
- Take risks
- Recognized for contributions
- Participate in a variety of tasks
- Working on a virtual team
- Clarify goals and success factors
- Lead team meetings
- Work with stakeholders
- Engage in problem-solving situations
212. Collaborative Leadership
22Characteristics
- Approach
- Merge perspectives
- Learning from others
- High cooperativeness
- High level of involvement
- Integrated solutions
- Use on a virtual team
- Independent and collaborative
- Not as constrained by assigned roles
- Less concerned about position
- Incremental and attainable goals and milestones
233. Communication
- Traditional Team
- Virtual Team
24Communications Complexity
20 PEOPLE, 190 CHANNELS!
Adapted from Frame, 1995
25Promote Open Communication
- Purposeful and intentional
- Free flow of information
- Formal, informal, and impromptu communication
- Non-attribution
- Trusted use of data
- Regular and in response to specific events
26Communication Enablers
- Establish identity through technology
- Simple and direct
- Standardization and consistency
- Mutual respect
- Recognize cultural differences
- Meeting guidelines
274. Foster Project Commitment
28Team Charter
- Project vision
- Roles and responsibilities
- Operating practices and procedures
- Shared ownership
- Collective commitment
295. Conflict Resolution
- Project priorities
- Administrative procedures
- Technical opinions and trade-offs
- Staffing
- Cost
- Schedules
- Personalities
Adapted from Thamhain and Wilemon, Conflict
Management in Project Life Cycles
30Conflict Both Positive and Negative
- Positive
- Challenging existing beliefs/paradigms
- Reducing groupthink
- Revitalize team energy
- Negative
- Demotivating
- Increase cynicism
- Decrease interpersonal communications
- Initiative and risk taking suffer
31Conflict Resolution Process
- Plan for it while developing the Team Charter
- Escalation process
- Decision-making process
- Fairness and confidentiality
- Responses
32How Is Your Team Doing?
Leader
Advanced
Project Success
Evolved
Maturity Level
Developed
Initial
33Maturity Level Descriptions
5. Leader Continuous Improvement Focus
4. Advanced Team Commits to PM Culture
3. Evolved Team Implements Successful PM
Practices
2. Developed Isolated Implementation of
Formalized Practices
1. Initial Inconsistent Procedures and No
Formal Guidelines
34Level One Attributes
- Enterprise
- There is Inappropriate Staffing
- There is Little Organizational Guidance
- People
- There is Little Teamwork Among the Team
- Things
- There are Very Few Procedures
35Level Two Attributes
- Enterprise
- There is General Organizational Support for
Virtual Teams - People
- Team Members Communicate With One Another
- Team Members Collaborate Frequently
- Things
- The Team Develops a Detailed Team Charter
- Roles and Responsibilities are Clear
- Regular Progress Monitoring is in Effect
- There is Occasional Historical Data Collection
36Level Three Attributes
- Enterprise
- The Virtual Team Plays Role in Organizational
Strategy - People
- The Project Manager is Sufficiently Empowered
- Open Communication is the Norm
- Consulting, Training, and Mentoring are Available
on Demand - Team Members Have a Shared Purpose
- Team Formation is Quick and Efficient
- Team Members Collaborate Extensively
- Things
- Templates are Available for Many Processes
- There is Efficient Progress Monitoring
- There is Formalized Change Management
- Performance Criteria are Continually Enhanced
37Level Four Attributes
- Enterprise
- The Virtual Team has Full Organizational
Recognition - The Virtual Team Members are Active in
Organizational Strategy - People
- There is an Atmosphere of Trust
- There is Aggressive Mentoring
- Fully Effective Online Interaction is the Norm
- The Work Experience is Enjoyable and Rewarding
- Things
- There is Continuous Enhancement of Procedures
- There is Reward and Recognition for Remarkable
Performance
38Level Five Attributes
- Enterprise
- The Virtual Team is a Key Strategic Resource
- People
- There is a High Level of Mutual Trust and Respect
- Risk Taking is Permitted
- The Work Environment is Conducive to Creative
Innovation - Things
- A Highly Effective Team Charter is the Norm
- There is Continuous Improvement on All Procedures
- Tools for Learning are Readily Available
39Organizational Maturity
40Virtual Team Success
Project Management Success
Project Success
Organizational Success
Motivation Style
Collaborative Leadership
Open Communications
Foster Commitment
Conflict Resolution Process