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What is Virtual Working Virtual Team Scenarios What are the Benefits? Virtual Team Examples Human Challenges Responses and Priorities Questions & Answers
© Scatterwork GmbH 2012 2
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
© Scatterwork GmbH 2012
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
© Scatterwork GmbH 2012
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: [email protected] Tel: +41 79 692 4735
© Scatterwork GmbH 2012