Project management can benefit from the implementation of virtual teams by cutting costly and time consuming activities. However, virtual projects can hide some serious risks that come from the vary nature of the virtual world. To address these issues, virtual project management best practices will be introduced through the VPModel.

1. Project Communications
Virtual and Global
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Dimitrios Litsikakis, PMP©
Project Manager at Edenred
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8th April 2014
Greek PMI Chapter Events
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2. Definition
A group of workers who are
geographically dispersed
but not necessarily
distributed across expansive
geographic locations.
!
They are working together
toward a common purpose
and goal and using
electronic communication as
their primary medium

3. The main
difference
between virtual
and traditional
teams is
separation by
time and
distance

4. !
Diverse backgrounds!
!
Temporary!
!
Adaptable !
Characteristics

5. Why use Virtual Teams?
• Reduced operating expenses
• Utilize global talent pool
• Staffing flexibility
• Improved productivity
• Workforce diversity
• Reduced travel expenses
• Better work life balance

6. vPModel
Linking the main issues in Virtual Project Management
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Physical Variables
(Time & Space)
Organization Trust
Communication

7. Geographical distance
Record and monitor activities in a much more convenient way than in
traditional projects.
Pros Cons
Easier assessment Expensive
Free-riding becomes more
difficult
Creates stress and raises
ethical questions
Increases performance in
highly skilled teams

8. Different Time zones
Use Asynchronous Communication
Time consuming
Less Effective
Decrease commitment

9. 1 hr Overlap
Use this one hour for synchronization and
information flow between teams.

10. Same sources of conflict
as traditional teams
More time to think
Keep emotions down
Recorded communication makes it easier to identify
conflict initiation and cause, therefore resolve faster

11. More likely to chose avoidance negative performance effect

12. Cooperation

13. Recommendations
• Virtual project teams do not seem to be suitable
for extensive control and monitoring or a very
directive approach of management
• PMs should try do adopt a more guiding
approach and act as a coach
• They should focus on controlling the outcome,
not the work itself, and establish trust

14. Trust
Pre-project Post-Project
Increases social motivation
and therefore enforces team
member commitment
Generate multi-level
feedback which in turn
influences individual actions
Training

15. PMs cannot enforce trust
Different individuals, with
different cultural backgrounds,
have different levels of resistance

16. Cultural Differences
Misunderstandings

17. PM as Cultural Interpreter
Interfere when an individual is emotionally tensed and
fails to cooperate with other team members
PM

18. Language
Essential for the PM to consciously understand
the issues behind language variation

19. 3 keys to success
Shared Understanding
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Coaching
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Learning Climate

20. Learning in Virtual Teams

21. Organisational Structure
Virtual teams
may not only
consist of
people from
places of long
distance, but
also from
organisations
of different
nature.

22. • Information is the most valuable asset
• PMs must create and maintain of a secure
environment for sharing information
• Security can also help build trust
• Cost, policy conflicts & complex procedures
should be weighted by the PM

24. Progression of Virtual Teams

25. Conclusions
• Without clearly established communication
channels, conflicts and misunderstandings
become more frequent
• The language barrier and lack of trust worsens
things even more.
• Reliable communication channels with
consideration to provide the necessary level of
security without sacrificing the advantages of
efficiency and cost-effectiveness

26. What PMI suggests?
The Virtual Project Manager: Seven Best Practices for Effective
Communication - by Hassan Osman, PMP
1. Establish a Clear Communication Plan
2. Account for Informal Discussions
3. Be a Master of Technology
4. Conduct Structured Meetings
5. Leverage Video When Needed
6. Determine a Range for Time-Zone Differences
7. Use Email Effectively

27. Strategies for Effective
Virtual Meetings
How to Make Virtual Teams Work Successfully - by Kunal Sen, PMP
1. A detailed agenda
2. Clear expectations from each person
3. Who joined?
4. Participation
5. A pregnant pause
6. Team bonding
7. Multitasking

28. 3 Critical Success Factors
by Peter Leung, PMP
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1. PMs manage People and Projects
2. One project team
3. Willingness to take Ownership

29. Suggestions from the field
by Mario Bourgault, PMP
1. Encourage Shared Leadership
2. Pay attention to the decision-making process
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Lenghty consensus building
Debate and confrontation
Informal 1on1 discussions before a formal group meeting
Choose a direction quickly, make adjustments later

30. Communication is Key
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Physical Variables
(Time & Space)
Organization Trust
Communication