leading virtual teams the n.o. l.i.m.i.t.s. approach
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Leading Virtual Teams The N.O. L.I.M.I.T.S. Approach. Presentation to MS Project Users Group Southfield, Michigan; April 7, 2011 Dr. William A. Moylan, PhD, PMP Eastern Michigan University Assistant Professor - Construction Management. Virtual Teams. - PowerPoint PPT PresentationTRANSCRIPT
Leading Virtual TeamsThe N.O. L.I.M.I.T.S. Approach
Presentation to MS Project Users GroupSouthfield, Michigan; April 7, 2011
Dr. William A. Moylan, PhD, PMPEastern Michigan University
•Assistant Professor - Construction Management
“Virtual Teams Reflect the Ever-Increasing Non-Traditional Work
Environments of the 21st Century”
(Lee, 2009)
Virtual Teams
L
Group that Electronically Communicates
Not In the Same LocationPlaced Across
◦City◦State◦Region◦World
Virtual Teams – A Definition
L
VirtualTeamSpace
TECHNOLOGICAL
INFRASTRUCTURE
KNOWLEDGEINFRASTRUCTU
RE
SOCIALINFRASTRUCTUR
E
Virtual Team Workspace
(Edwards & Wilson, 2004)
L
ICT – Virtual Team Tool Enabler
Information andCommunication Technologies
L
Virtual Team Enabler
B
Social Infrastructure - Role of Technology
(Anantatmula, 2008)
Meeting Place
Repositories
B
Not Necessarily a Whole New World! PRACTICES
(Rad, 2002)
1st Attempt
Common
Modified Unique
B
Requirements Understanding 17%Understanding the Need of Quality 13%Managing Changes 11%Managing Time Delays 11%Successful Negotiation of Contract 10%Sufficient Communication 10%Educating and Training Client 7%Sharing Project Risks with Client 7%Understanding the Estimation Effort by Client 7%Developing Trust 3%Managing Cultural and Language Differences 2%Managing Different Time Zones 2%
Questions Of Project Impact
(Talha, Maqsood, & Durrani, 2006)
B
Need for New Skills
Using new Communication Technologies
Working with People from Different Cultures ◦ Professions ◦ Nationalities◦ Languages
(Crawford, Morris, Thomas, & Winter, 2006)
Difference: Co-Located vs. Virtual Project
L
Limited Face-2-Face Communication-Explicit Time Zones (24/7) Cultural Differences Less Costly (Debatable?) More Creative Best World Talent Harder Integration
Virtual vs. Co-Located
Face-2-Face Communication-Implicit Same Workspace Company Culture More Costly
(Debatable?) More Timely Easier to Build Trust Change Management
VIRTUAL CO-LOCATED
L
Leadership Delegation: Virtual Team
(Zhang, Tremaine, Egan, Milewski, O’Sullivan & Fjermestad, 2008)
B
Concern For
People
Autonomy Through
Boundaries
Information Sharing
Team Accountabili
ty
Responsive
Customer Service
Effective Virtual Project Management
Effective Virtual Project Management
(Nauman, Mansur Khan, & Ehsan, 2009)
B
Nurturing Out of Sight, Out of Mind Leadership Interests (Of Team Members) Mind Reading Individualized Attention Tools & Techniques Subject Matter Experts
N.O. L.I.M.I.T.S.
L
Bringing Team Members Up to Speed
Encouraging Excellence
“N” 4 “NURTURING”
L
Performance Improvement
Define & Mentor
Identify Variances
Monitor &
Measure
Encouraging Excellence
(Peterson, 2007)
L
On/Off SwitchBeing Vigilant
“O” For “OUT OF SIGHT, OUT OF MIND”
B
On/Off Switch
B
Motivation Code of Conduct Goal Setting Reward Systems Team Members
◦Leverage Strengths◦Assist – Weaknesses
When You Don’t Succeed @ First: Try Try Try Try Try Again!
Being Vigilant
B
Early “Wins”Empowerment
Trustworthy & Ethical
“L” 4 “LEADERSHIP”
L
Build It Into the Project PlanSocialize It◦Management◦Sponsor◦Team◦Stakeholders
Early “Wins”
L
Leads To◦Substitute for Face-to-Face Meetings
◦Mentoring◦Flexibility◦Satisfaction
Empowerment
L
Be Trustworthy & Engaged
L
Building CommunityCulture
“I” For “INTERESTS”
B
“Cooper’s idea of development was to tap into each settler’s own interest in improving himself and make that self-interest redound to the Community’s
Interest and his own.”
(Wood, 2009)
Building Community
B
Culture
EthnocentrismB
Put Self In Other’s Shoes
Checklists
“M” 4 “MIND READING”
L
Put Self In Other’s Shoes
L
Checklists
L
TrustKnow Team Member’s
Names
“I” For “INDIVIDUALIZED RECOGNITION”
B
Know Your AudienceUse Proper English, Grammar, Spelling and Punctuation
Consult Specific Email EtiquetteAlways Keep the CourtesyFace-To-Face (Know the Importance)(Agnew & Hill, 2009)
Trust
B
“People who don’t know one another’s names don’t work together nearly as well as those who do.”(Gawande, 2009)
Know Their Names
B
CommunicationKnowledge Management
Generations“Silver Bullet”
Trained
“T” For “TOOLS”
L
Marshall McLuhan
THE MEDIUM IS THE MESSAGE
L
Technology - Tool Categories
(Anantatmula, 2008)
L
Web-Enabled
WorkspacesPresentation Tools
Video Tools Online Meeting Tools
EmailConference Calls
Technologies’ Generations
3rd Generation
2nd Generation
1st Generation
(Lee-Kelley & Sankey, 2008)L
Experience(s)◦There Is No “One Tool” Answer◦Tool Is Only as Good As Those Who KNOW It
◦Tool Is Only as Good As Those Who USE It
No ‘Silver Bullet’
L
Know You Have It!Know How to Use It!
Training
L
Gap FillingYellow Pages
Centers of Excellence
“S” 4 “SUBJECT MATTER EXPERTS”
B
SponsorProject ManagerTeam MembersStakeholders
Gap Filling
B
SME Accessible to the Team
Contact Information
Yellow Pages
B
Develop Centers Of Excellence (COE)
B
Have Protocols & Guidelines◦ Agenda◦ Attendance List
Phone Conference Host/Leader◦ Keeps Phone Conference Out of CHAOS!◦ Everyone Listens to the Host/Leader◦ Everyone Takes Orders from the Host/Leader
Topic Germaine to the Phone Call Topic Parking Lot Issue to be Followed Up?
Phone Conferences Solutions
B
Everyone Identifies Themselves◦ Before Speaking
“Hi, this is Bill and I think….” Schedule Social Time Before Call
◦ Call In Early 10-15 Minutes Should Do The Trick
Publish Conference Call Controls◦ Mute the Line
Allows for “Multi-Tasking” but No Crying Babies, Animals Barking, Meowing, Mooing
etc!
Phone Conference Solutions
B
Give A Reason To Be There◦ Project Plan◦ Work Breakdown Structure◦ Knowledge Repository
Documents Links
◦ Place to Submit Finished Work◦ Center For Communications
Discussion Forums Email
◦ Task Updates◦ Games
Group Site - Solutions
L
Quality Equipment◦(Try IT On Cheap Stuff???)
Moderator Training
◦Make Sure Everyone Knows How◦Support Staff
Keep Bells & Whistles Out If Possible – Show Whole Person Protocol
Video Conferencing - Solutions
L
READ the WHOLE message Use a Word Processor
◦ Grammar/Spelling Courteous and Thorough Respond in a timely manner (24 hours) Address the person by name Answer their question/comments Volatile Email
◦ Do NOT answer it immediately◦ Give it some thought◦ Do answer it
Email Correspondence
B
ALWAYS RESPOND◦ (Acknowledge You’ve Read It)◦ (You’re Paying Attention)
Get In the Last Word◦ (You’re the Final Arbiter)◦ (Goes with the ALWAYS RESPOND POINT TOO!)
Be Blunt◦ Beating Around the Bush Does Not Translate Well◦ Do It Diplomatically (You Don’t Have To Be Mean!)◦ Adds to the Clarity of the Conversation
Email Correspondence
B
Understand◦ The Culture◦ The Technology
Same Things Apply Virtually as Co-Location◦ Medium Is the Message
No Tool is a “Silver Bullet”◦ Use the One Appropriate For the Situation◦ Use a Combination of Tools◦ Train On How to Use It◦ Protocols
Until Transporters Are Invented
Conclusions
L
Dr. William A. Moylan, PhD, PMPEastern Michigan [email protected]
WA Moylan & [email protected]
Project Management [email protected]
Contact Information
Implementing Virtual Teams: Guide to Organizational and Human Factors ◦ By Edwards & Wilson ISBN 0-566-08468-6
Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed◦ By Duarte & Snyder ISBN 0-7879-8280-6
The Checklist Manifesto: How to Get Things Right◦ By Gawande ISBN 978-0-8050-9174-8
Suggested Reading
Agnew, D. S., & Hill, K. (2009). Email etiquette recommendation for today's business student. Allied Academies International Conference (pp. 1-5). Las Vegas: Proceedings of the Academy of Organizational Culture, Communications and Conflict.
Anantatmula, V. S. (2008). The role of technology in the project manager performance model. Project Management Journal , 34-48.
Crawford, L., Morris, P., Thomas, J., & Winter, M. (2006). Practitioner development: From trained technicians to reflective practitioners. International Journal of Project Management , 722-733.
Edwards, A., & Wilson, J. R. (2004). Implementing Virtual Teams: A Guide to Organizational and Human Factors. Hants, England: Gower Publishing Limited.
Gawande, A. (2009). The Checklist Manifesto: How to Get Things Right. New York: Metropolitan Books.Lee, M. R. (2009). E-ethical leadership for virtual project teams. International Journal of Project Management , 456-463Lee-Kelley, L., & Sankey, T. (2008). Global virtual teams for value creation and project success: A case study.
International Journal of Project Management , 51-62.Nauman, S., Mansur Khan, A., & Ehsan, N. (2009). Patterns of empowerment and leadership style in project
environment. International Journal of Project Management , 1-12.Peterson, T. M. (207). Motivation: How to Increase Project Team Performance. Project Management Journal , 60-69.Rad, P. F. (2002). From the editor. Project Management Journal , 3.Talha, J., Maqsood, M. E., & Durrani, Q. S. (2006). Managing geographically distributed clients throughout the project
management lifecycle. Project Management Journal , 76-87.Thomas, J., & Mengel, T. (2008). Preparing project managers to deal with complexity - Advanced project management
education. International Journal of Project Management , 304-315.Wood, G. S. (2009). Empire of liberty: a history of the early republic, 1789-1815. New York: Oxford University Press.Zhang, S., Tremaine, M., Egan, R., Milewski, A., O’Sullivan, P., & Fjermestad, J. (2008). Occurrence and Effects of Leader
Delegation in Virtual Software Teams. International Journal of e-Collaboration , 47-68.
Bibliography
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www.PMroundtable.org