We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byDonna Vanes
Modified over 2 years ago
Swiss Knowledge Management Forum (SKMF) Roundtable 10 March 2011, EPFL, Lausanne Dr. Deasún Ó Conchúir PMP
To simulate and discuss Knowledge Management Processes in Virtual Teams © Scatterwork GmbH 20102
Personal Introduction What are Virtual Teams? Application Examples Knowledge Management Benefits Challenges Simulation of Virtual Team Plenary Discussion Knowledge Management Enablers in Virtual Teams © Scatterwork GmbH 20113
Dr. Deasún Ó Conchúir PMP Project Troubleshooter, Coach & Trainer Keynote Speaker & Author Active in projects throughout his entire career, he has been Manager, Project Manager, Consultant and Trainer for scores of clients globally, including: Novartis, Swiss Re, Nestlé, Ericsson, EU Commission, Zurich Financial Services, Nokia, Sun Microsystems, Bausch & Lomb etc. Author of "Overview of the PMBOK® Guide, Springer-Verlag."Overview of the PMBOK® Guide © Scatterwork GmbH 20114
Telecommuting? Flexible Working? Virtual Office? Collaboration? Other? © Scatterwork GmbH 20115
Minimum Scenario Traditional working environment Some time and geographic discretion Maximum 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 © Scatterwork GmbH e.g. 1 day a week working at home or anything in between
Global Procurements Finance &V Management Consulting New Business Consortia during the early stages of formation Company Merger Teams, together with their advisers such as consultancy firms and banks Clinical Trials for pharmaceutical companies Industry and Professional Associations involving members in different companies Industry Sectoral Task Groups charged with assignments such as registration of the use of chemicals etc © Scatterwork GmbH 2011 Your experience? 7
Started in 1995 by two friends who knew each other well: one in Finland, the other in Sweden. Next addition to the team was in Germany, 4 th in Yugoslavia. Team growth was slow, about 3 persons per year for the early years. Source: personal interview with the founder Monty: Michael Widenius, 7 March 2011 © Scatterwork GmbH 20118
Very High Productivity Working hours selected to suit personal rhythm Lack of interruptions, which suits the problem solving Very long working hours commonplace Experience is not lost when someone moves (e.g. spouse). Huge choice of skills from global talent pool No workspace needed; rapid recruitment. Productive time not wasted by commuting or generating greenhouse gases. Minimal direct costs for team member, which is equivalent to a salary increase. Employees are owners and treated equally. © Scatterwork GmbH 20119
People still need to know each other: Twice yearly meetings in exotic and exciting places. The cost of the meetings offsets the lack of cost for offices: Not a cheap solution. Essential to track each persons activities: What have you done in the last week? What do you plan to do next week? Team members can leave very easily; You are training them for the competition. To be fair and create trust, everyone has the same working conditions (notice, holidays etc) Based on typical Finnish employment contracts. © Scatterwork GmbH
1. The Wonder Drug Corporation of Orrville, Ohio has will organise a stand at the forthcoming ChemWorld Exhibition in Frankfurt, Germany from 27 to 29 April The CEO has decided that all the subsidiary locations should also participate in the preparations: Johannesburg, South Africa Rogaška Slatina, Slovenia São Paulo, Brazil Osaka, Japan 3. To maintain the green image, all organisation will take place without travel. 4. Discussions must be confidential at each location (in the local language) and only communicated by the confidential system. Turn your flip charts so that they are not visible to other locations. 5. Only one selected person at each location has access to the confidential between subsidiaries. 6. will be transported electronically, by Gil & Véronique. © Scatterwork GmbH
1. Prepare and agree the Project Charter for the ChemWorld Exhibition. 2. This document will give authority to the Project Manager (Paul, the owners son) to plan and implement the project. 3. Detailed planning is out of scope: this will be done on 11 March 2011 by the contact person at each location on the basis of the Charter. 4. The Charter must be ready within 45 minutes and contain the following information: Objective Identification and assignment of the Main Work Packages Outline schedule with milestones Overall Cost Budget Principal Resources and Skill Requirements (as basis for the HR plan) Any further management instructions which may be delivered. © Scatterwork GmbH
Your experience? Your questions? © Scatterwork GmbH
Establish Trust Be Aware of the People Check your Assumptions Agree Operational Guidelines Exploit Multiple Time Zones © Scatterwork GmbH
The most important requirement for Virtual Project Teams Even a suspicion that trust is absent will have negative effects 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 SpenceJohn Spence © Scatterwork GmbH
Presence Indicators: available, do not disturb, away etc. Mood Working hard, ready for a break, etc. Use "what are you doing now?" type messages Individual Local time Respect normal business hours Take account of weekends and local holidays Current Location. Country Location Exact Location from mobile phone/ GPS and displayed on a map. Share Professional and Personal Information Personal website, Facebook etc Team Building Communication, e.g. Cake Competition Virtual Day Out © Scatterwork GmbH
Misunderstandings and bad decisions arise from incorrect assumptions Conscious Subconscious Examples: Assuming that message was received and understood correctly, just because it was sent 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 local/ cultural assumptions Use a collaborative Mindmap, e.g Mind42.com in parallel with voice contactMind42.com © Scatterwork GmbH
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 Whether we can always expect a reply Priority of Speech over Written Communication? Depends on: Time zones Competence in foreign languages (foreign from the individuals point of view) Respect local rest periods: weekends, nights and holidays Use a Wiki to negotiate and publish the Operational Guidelines © Scatterwork GmbH
1. Reduce need for simultaneous availability Maximize the simultaneous business hours e.g. taking calls from home before travelling to work Improve the simultaneous communications for maximum effectiveness, e.g. IM 2. Increase the effectiveness of non- simultaneous communications e.g. Replace call by access to report database Document and agree the communications plan © Scatterwork GmbH
Thank you for your participation! © Scatterwork GmbH Tel: Info: 20 Wanted: VOLUNTEERS! To participate in Virtual Team Interface project, based on Research at the ETH, Zürich
1 Copyright © 2010 i3 | Recruitment, Retention and Motivation of your Team Louise Webber Associate Director, Statistical Programming, i3 Statprobe With.
1 M&S Teachers Seminar: Project Management Presented by: Paul E. Paquette September 26, 2013.
ICON Clinical Research Managing Telecommuters and Global Virtual Teams Syamala Schoemperlen October 12, 2011.
Career Line Recruitment Consultants The Complete Recruitment Solutions.
October 21-22, 2011 Tempus QATMI Project Final Conference 1 Strategic Planning & Internationalization Strategies at Yerevan State University (YSU) Strategic.
WELCOME BACK!. LEARNING INTENTIONS Students will be able to: Suggest and justify a preferred management style in HRM Explain the link between business.
10 W EEK P ROJECT S COPE OF S ERVICES March 13th, 2014.
The following sides have been taken from a presentation on Assessment Centres by the Suncorp Graduate Recruitment Team 1 Leadership, Culture & Talent HR.
The Accessibility for Ontarians with Disabilities Act, 2005 How does it affect you? The Ontario Genealogical Society Copyright 2011.
1 Writing good proposals. 2 What makes for a good OR proposal?
Coaching & Counseling Maximizing Opportunities 2 Course Outline What Is Coaching Knowing When To Coach Steps In The Coaching Process Providing Constructive.
LASA VICTORIA Survey and Focus Groups. The Process Survey – Broad View 24 of 28 responses Overall satisfaction, 9 broad areas Included LASA VIC staff.
A 15 to 20 minute discussion on employee performance and behavior A feedback mechanism of each superior to aid employee development and growth A practical.
Pre-Project Planning Lessons from the Construction Industry Institute Construction Industry Institute Michael Davis, P. Eng, PMP Ontario Power Generation.
Overview ENGINUITY Copyright Virtual Management Simulations.
Cora Systems Ltd Aviva Stadium, Dublin, 15 June 2012 Dr. Deasún Ó Conchúir PMP
Helping Hands in an International Workforce – Maximizing Client Benefits through use of Global Teams Cathy Michalsky and Manori Turmel.
Human Resource The Recruitment Agency. ABOUT US HRRA (Human Resource Recruitment Agency) is an independent company specializing in staff recruitment since.
Virtual Assistance The Best Kept Secret That Will Save Your Small Biz $1,000’s Janet L. Jordan, MVA, PREVA Master Virtual Assistant
Dr. Jörg Bürgi PhD KMU nachhaltig GmbH / SME sustainable Ltd. CH 4803 Vordemwald – Moderator Sustainable.
Your Ambulance Service Foundation Trust Consultation.
Global Project Management April 23, 2008 Challenges and Opportunities By Wafa Bunney.
Preparing for your Performance Review By Michael Mina 1/11/07 IT Careers SIG meeting.
Enterprise for the 21 st Century Initiative Assessment & Reporting in Enterprise Education Resources An Enterprise for the 21 st Century Initiative Department.
Presentation By: Chris Wade, P Eng. Finally … a best practice for selecting an engineering firm.
Intercultural Communication BBA-III. Recognizing cultural differences The greater the difference between culture, the greater the chances of misunderstanding.
COMPUTATIONAL THINKING FOR INFORMATION TECHNOLOGY HOMEHOME | OBJECTIVES | WELCOME | TASK 1 | TASK 2 | HELPOBJECTIVESWELCOMETASK 1TASK 2HELP.
What is the purpose of this task? To understand the fundamental aspects of how businesses work What will you learn from this task? Define the main types.
Visual Management in Procurement Dialogue Boot Camp Guidance Execution of Sourcing Strategy through Competitive Dialogue Phase.
Personal Leadership Serving Customers Managing Resources Leadership Serving Customers Serving Customers Managing Resources Managing Resources Working for.
Contents Click the link below to go directly to the slides for that chapter. Chapter 1 ■ Your Personal Strengths Chapter 2 ■ The Roles You Play Chapter.
Xcallibre Sales Cycle Guideline. Introduction This presentation is a guide to become a more effective salesperson for Xcallibre. It covers the basic steps.
CUPA-HR STRONG – TOGETHER!. WHAT DOES IT MEAN TO BE A HIGHER ED HR / CUPA-HR LEADER? How do you define HR leadership in Higher education? CUPA-HR?
Copyright 2008 Introduction to Project Management, Second Edition 2 Many people have heard the following sayings: ◦ If you fail to plan, you plan to.
Ethic Management Solutions. Agenda Glance Mission & Vision Recruitment Services Services for Society Growth Our USP Expertise Our Approach Future.
Agenda for Discussion Agenda for Discussion Risk Management Stakeholder Analysis project solutions for your world Gina Davidovic, PMP
Business English Upper Intermediate U1S09 John Silberstein
HAVING YOUR SAY Scottish Procurement Directorate Joint Improvement Team and Learning Disability Alliance Scotland.
WX Mentoring Program Interviewing: Best Practices December 8, 2011 US
Company LOGO. Company LOGO PE, PMP, PgMP, PME, MCT, PRINCE2 Practitioner.
Consulting Guidelines Dr. Robert Lahm (With Thanks to Dr. Louis Buck for his Valuable Contributions)
School Visit at the MFSA Introduction Peter Grech Manager – Human Resources Unit Malta Financial Services Authority Attard – BKR 3000 tel:
Driving People Passion Kaisri Nuengsigkapian Chief Encouraging Officer KPMG Phoomchai Group August 30, 2010.
Leadership Serving Customers Managing Resources Leadership Serving Customers Serving Customers Managing Resources Managing Resources Working for Warwickshire.
Certificate IV in Project Management Introduction to Project Management Course Number Qualification Code BSB41507.
What’s a Project? AD642. Why the Emphasis on Project Management? Copyright 2011 John Wiley & Sons, Inc. 1-2 Many tasks do not fit neatly into business-as-usual.
1 An Overview of Process and Procedures for Health IT Collaboration GSA Office of Citizen Services and Communications Intergovernmental Solutions Division.
Interviews and selection centres Peter Wakelam Business Improvement Programme Manager.
Troikaa Translation Services. Troikaa - Introduction ≈ One-stop solution for handling your entire language related service requirements. We have always.
10 Tips for Your First Year on the Job Presented by Clark University Career Services.
© 2016 SlidePlayer.com Inc. All rights reserved.