Using Virtual Teams for Project and Organizational Success Dr' Ginger Levin 9547839819 ginlevinaol'c

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Using Virtual Teams for Project and
Organizational SuccessDr. Ginger
Levin954-783-9819ginlevin_at_aol.com
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Presentation Overview

• Project Success
• The Virtual Project
• Factors for Success
• Motivation
• Collaborative Leadership
• Communication
• Foster Commitment
• Conflict Resolution
• Virtual Project Team Maturity

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Virtual Project 1

• Characteristics
• More than 6 years in duration
• 150 participants
• Core team
• E-mail, web tools
• Not complete
• Extensive turmoil and turnover

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Virtual Project 2

• Characteristics
• 10 years Government contract
• Staff turnover client and project team
• Cost, schedule, quality objectives met
• High team morale and commitment

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Success

• 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?

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Project Success IndicatorsClient View
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Project Success FactorsTeam View
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Project Success AttributesOverlap Between Client
View and Team View
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Critical 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
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A Distributed Project
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Four Teams
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A Virtual Project
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One Team
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Challenges 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.

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1. 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
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Motivational Approaches
Need for Achievement
Need for Affiliation
Need for Power
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Achievement 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

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Affiliation 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

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Power 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

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2. Collaborative Leadership
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Characteristics

• 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

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3. Communication

• Traditional Team
• Virtual Team

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Communications Complexity
20 PEOPLE, 190 CHANNELS!
Adapted from Frame, 1995
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Promote 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

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Communication Enablers

• Establish identity through technology
• Simple and direct
• Standardization and consistency
• Mutual respect
• Recognize cultural differences
• Meeting guidelines

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4. Foster Project Commitment
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Team Charter

• Project vision
• Roles and responsibilities
• Operating practices and procedures
• Shared ownership
• Collective commitment

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5. 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
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Conflict 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

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Conflict Resolution Process

• Plan for it while developing the Team Charter
• Escalation process
• Decision-making process
• Fairness and confidentiality
• Responses

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How Is Your Team Doing?
Leader
Advanced
Project Success
Evolved
Maturity Level
Developed
Initial
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Maturity 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
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Level 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

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Level 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

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Level 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

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Level 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

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Level 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

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Organizational Maturity
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Virtual Team Success
Project Management Success
Project Success
Organizational Success
Motivation Style
Collaborative Leadership
Open Communications
Foster Commitment
Conflict Resolution Process