human challenges in virtual project teams pmi

PMI Switzerland Chapter

Dr. Deasún Ó Conchúir PMPdeasun.oconchuir@scatterwork.com

+41 79 692 4735

What is Virtual Working Virtual Team Scenarios What are the Benefits? Virtual Team Examples Human Challenges Responses and Priorities Questions & Answers

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Telecommuting?Flexible Working?Virtual Office?Collaboration?Other?

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Minimum Scenario Traditional working environment Some time and geographic flexibility

Demanding Scenario The team participants:• Rarely (or never) meet• Are in different countries and time zones• Work for organisations which have:• different legal status such as public, private etc• different economic strengths, resulting in unbalanced

teams• Multicultural environments

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Greater access toskill resources than forcollocated teams

Accelerated ProjectTeam Recruitment

Members of virtualteams do not requireadditional workspace

Greatly increased networking which can be leveraged to support Stakeholder Management

Your experience?

Image: FreeDigitalPhotos.net

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Clinical Trials for pharmaceutical companies

Industry Sectoral Task Groups charged with assignments such as registration of the use of chemicals

Company Merger Teams, together with their advisers such as consultancy firms and banks

New Business Consortia during the early stages of formation

Industry and Professional Associations involving members in different companies

Your experience?

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Form into teamsat the flip charts

Brainstorm thefor challengesand difficulties◦Focus on Human Challenges◦Do not discuss the solutions yet (will be addressed later)

Image: FreeDigitalPhotos.net

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Human ChallengesWithin Virtual Project Teams

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Brainstorm / exploration for Responses, based on the challenges already identified

Focus on the same scenariosYou may move to a different team for this discussion before starting

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Responses to the Human Challenges within Virtual Project Teams

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Establish TrustAgree the Operational Guidelines

Check AssumptionsBe Aware of the PeopleExploit Multiple Time Zones

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The most important requirement for Virtual Project Teams

Even a suspicion that trust is absent will have negative effects

Response: Project Manager must show: ◦ Show genuine concern for the individual team

members, e.g. by active listening to team members and stakeholders

◦ Demonstrate competence for the work at hand◦ Encourage individual responsibility◦ Emphasize deliverables, not how to achieve them

Ref: John Spence

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Implement immediately basic rules of behaviour, e.g.◦ How we agree meeting times◦ How literally we interpret the start and finish times◦ How quickly can we expect replies to e-mail◦ Whether we can always expect a reply

Priority of Speech over Written Communication? Depends on:◦ Time zones◦ Competence in foreign languages (foreign from the

individual’s point of view) Respect for local rest periods: weekends, nights and

holidays? Use a Wiki to negotiate and publish the

Operational Guidelines

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Misunderstandings arise from incorrect assumptions◦ Conscious◦ Subconscious

Example: Assuming that because a message was sent, that it was received and understood.◦ “No response" might mean that everything is all

right◦ OR that the question has not been read.

Hold a group brainstorm during project initiation to identify assumptions◦ Use a collaborative Mindmap, e.g Mind42.com in

parallel with voice contact

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Presence: e.g available, do not disturb, away etc. Mood

◦ Working hard, ready for a break, etc.◦ Use "what are you doing now?" type messages

Current Local time ◦ whether or not it is within normal business hours◦ take account of weekends and local holidays

Current Location. ◦ Country Location◦ Exact Location from GPS in the mobile phone and displayed as a

location on a map. Professional and Personal Information Team Building Communication

◦ Cake Competition◦ Virtual Day Out

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1. Reduce need for simultaneous availability

2. Maximize the simultaneous business hours e.g. taking calls from home before travelling to work

3. Improve the simultaneous communications for maximum effectiveness

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Your experiences?Your questions?

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Discuss personal “take-aways” with your neighbour

Write them down on PostIt® notes

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Collaboration Consultant at Scatterwork, offeringProject Management and Coaching services to exploit the opportunities arising from developments in Collaboration.

Active in projects throughout his entire career, hehas been Manager, Project Manager, Consultant and trainer for scores of clients globally, including Novartis, Swiss Re, Nestlé, Ericsson and the European Commission.

Author of forthcoming book“Overview of the PMBOK® Guide”, Springer

Contact E-mail: deasun.oconchuir@scatterwork.com Tel: +41 79 692 4735

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