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How To Manage Virtual Project Teams 2013 Nashville PMI Symposium April 29, 2013 Presented by Charlene B. Schultz, MBA, PMP ®

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Presentation on theme: "How To Manage Virtual Project Teams 2013 Nashville PMI Symposium April 29, 2013 Presented by Charlene B. Schultz, MBA, PMP ®"— Presentation transcript:

1 How To Manage Virtual Project Teams 2013 Nashville PMI Symposium April 29, 2013 Presented by Charlene B. Schultz, MBA, PMP ®

2 Agenda Introduction Industry Trends Background Building the Team Conflict Resolution Recognition Tools and Technology Conclusion Contact Information © 2013 IT and Business Consulting Services, LLC. All rights reserved. 2

3 Introduction 3

4 The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic. -Peter Drucker (1) For the past thirteen years, I have been working with virtual (onshore and offshore) teams. During this time, I have experienced many rewarding, exciting, challenging, and enlightening moments. Working with over forty teams in multiple industries with members throughout the world, I have learned, and or created, tools, techniques and examples, that can aid in any virtual team’s success. The goal of this presentation is to demonstrate a few of these tools and techniques. While exploring the exciting, timely, and emerging work trend in the field of project management, these tools and techniques will help you lead your virtual teams in a professional, efficient, and successful manner. When applied and executed in the proper context, the examples presented today will provide positive results in any virtual environtment. Thank you for attending today’s presentation. -Charlene, 04/29/13 © 2013 IT and Business Consulting Services, LLC. All rights reserved. 4

5 Industry Trends © 2013 IT and Business Consulting Services, LLC. All rights reserved. 5

6 Number of people in the U.S. currently telecommuting at least once per month. According to the Telework Research Network (2) : o Over 16 million currently people work remotely once per month Trending Numbers: o Based on the historical growth rate reported by WorldatWork this same telework population could grow to 50 million people by 2018 What are some of the major factors influencing this trend? o Improving communications, high-speed broadband, web-based applications and collaboration technologies o Desire for flexible work schedules and arrangements o Escalating fuel prices o Pressures on companies to reduce indirect costs like real estate, office space o Increased pressure on companies to reduce their carbon footprint o Declining number of managers who are not comfortable with telecommuters o Increased understanding of how to manage virtual workforces © 2013 IT and Business Consulting Services, LLC. All rights reserved. 6 The Future of Telework

7 © 2013 IT and Business Consulting Services, LLC. All rights reserved. 7 According to CNNMoney’s “Top 100 Best Companies to Work for in 2012,” the 85 “Best Companies”allow employees to telecommute or work at home at least 20% of the time. The 10 companies on the below list have the highest percentage of telecommuters.(3) CompanyBest Companies rank % of "regular" telecommuters Cisco9090% Baptist Health South Florida4288% Accenture9281% Teach For America7080% Intel4680% World Wide Technology5070% Pricewaterhouse Coopers4870% Ultimate Software2550% Perkins Coie5845% American Fidelity Assurance4740% The Top 10

8 Background © 2013 IT and Business Consulting Services, LLC. All rights reserved. 8

9 9 What is a virtual team? As defined by the Project Management Institute (PMI®), ʺVirtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.ʺ (4) As quoted in Investor’s Business Daily, “At health insurer Aetna (AET), teleworkers are thriving and growing. In 2013, 47% of its employees telecommute vs. 9% in Hartford, Conn.-based Aetna saved $78 million annually in real estate costs, said spokesperson Susan Millerick. Moreover, its turnover rate for telecommuters is 3% compared to 8% for other Aetna employees, which saves on recruiting and training costs.” (5) (03/28/13)

10 © 2013 IT and Business Consulting Services, LLC. All rights reserved. 10 Understanding Team Characteristics

11 © 2013 IT and Business Consulting Services, LLC. All rights reserved. 11 Traditional Office

12 © 2013 IT and Business Consulting Services, LLC. All rights reserved. 12 Virtual Office

13 Building the Team © 2013 IT and Business Consulting Services, LLC. All rights reserved. 13 Find a “common ground” of shared understanding to build relationships. Know team member locations--Country, City, State, Time zone Be aware of weather conditions and current news events affecting team members Share interests such as pet ownership, kids, sports, travel, hobbies Avoid topics like religion and politics (save that for later, if ever!) How do you build trust with people you may never see?

14 © 2013 IT and Business Consulting Services, LLC. All rights reserved. 14 NamePositionLocationTime zoneOther info Jennifer Jones Business Analyst Mumbai, India ** Use Time converter tool Manage Requirements sessions; Planning; Team meetings Bob Smith Application Architect San Diego, CA PST Lead solution discussions, Team Meetings Ramesh KumarTesting Project Manager Bar Harbor, ME EST Oversees testing team, Approver; Team meetings Ming Li Developer Toronto, Canada EST XYZ application only Adam Wilson Business Owner Phoenix, AZMSTStatus reports only Leihung Chow Business Lead Beijing, China ** Use Time converter tool Requirements Approver, Team meetings Store team member information (as applicable) in a customized project Stakeholder Register (6): Identification information Assessment information Stakeholder classification Next Steps: Team Building

15 Conflict Resolution © 2013 IT and Business Consulting Services, LLC. All rights reserved. 15 How do you resolve virtual conflicts? Interrupt the conflict when you see or hear it escalating. Whether you are in a meeting or reading an chain, intervene as soon as possible. Help your team STOP. low down and listen to the other. Let everyone talk without interrupting. ake a deep breath before responding. pen your mind to another point of view. ause, mute and don’t send an when you’re angry. People can often remember how you make them feel for a very long time.

16 Recognition © 2013 IT and Business Consulting Services, LLC. All rights reserved. 16 o Virtual rewards and recognition are extremely important to keep you team feeling “connected” as well as appreciated, and part of a group! o Virtual parties with cards that are signed by everyone on the team and shared during a virtual party o Recognize and celebrate birthdays for each month or anniversaries, holidays just as you would – send cards to people’s home addresses o Reward the team with public praise. Let their peers and management know how well they performed! o Thank people often, and then thank them some more o Find out what internal rewards are available at your organization – gift certifications, gift cards, paid time off and reward your team

17 Tools & Technology © 2013 IT and Business Consulting Services, LLC. All rights reserved. 17 o Understand your corporate culture relative to teleworkers. o Use the tools and technology which best fit your team and organization. Agree as a team. o Most importantly have one shared document storage that everyone the team can access. o Communicate as appropriate. Don’t “copy the world.” o Respond to within one business day. Ignoring is like having someone ask you a question, you look back at them, say nothing and walk away. o Let people know how to reach you at all times during work hours and that you will respond back as soon as possible. o Build virtual trust by being responsible, responsive, accountable, and dependable. Even if your team can’t see you, they should know you are accessible.

18 Conclusion © 2013 IT and Business Consulting Services, LLC. All rights reserved. 18 Thank you for attending today’s presentation! Hopefully you have enjoyed the topics discussed and gained a better understanding of virtual team work and the role of the virtual project manager. The greatest danger for most of us lies not in setting our aim too high and falling short, but in setting out aim too low and achieving our mark. – Michelangelo

19 Contact Information © 2013 IT and Business Consulting Services, LLC. All rights reserved. 19 Charlene B. Schultz, MBA, PMP ® IT and Business Consulting Services, LLC

20 Notes 1. Peter Drucker. Managing in Turbulent Times (New York, N.Y.: Harper Paperbacks, 1980). 2. Kate Lister & Tom Harnish, ʺThe State of Telework in the U.S. How Individuals, Business, and Government Benefit, ʺ Telework Research Network, June 2011, (accessed March 20, 2013) 3. ʺ100 Best Companies to Work for 2012,ʺ CNNMoney, Feb. 6, companies/2012/benefits/telecommuting.html (accessed March 15, 2013). 4. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. (Newtown Square, PA: Project Management Institute, 2013), Gary M. Stern, ʺThe Widening Telecommuting Divide: Aetna Vs. Yahoo,ʺ Investor’s Business Daily, March 28, 2013, yahoo.htm?ven=fox_businesscp (accessed March 29, 2013) 6. PMBOK® Guide, 398. © 2013 IT and Business Consulting Services, LLC. All rights reserved. 20


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