Project Managers Training For Virtual Team

Team leadership can be very instrumental in the success of a project to ensure that the project stays on schedule, encouraging use of best practices, planning and scheduling activities, problem solving and helping to facilitate control. This is achieved through team dynamics, deliverables and meeting customer expectations. The utilization of a team based approach serves to improve performance and will ultimately increase the success of a project. Nick of CanGo has been assigned the Project Manager for

However, obtaining the knowledge required to successfully orchestrate and manage projects is a challenge within itself. Individuals with the drive and desire to become project managers have a number of options regarding the means of properly equipping oneself for real world project management situations. In addition to seeking an academic degree in project management, and before becoming a certified Project Management Professional (PMP) with the Project Management Institute (PMI), learners are encouraged to participate in Project Integration Management Simulations through the PMI Registered Education Provider (REP) and world-class education simulation company, Double Masters (Double Masters, 2016).

Project Management Institute. (2000). _A Guide to the Project Management Body of Knowledge (4th ed.)._

With the exceptional growth in technology, the present day projects are often large and complex involving a significant risk. So, a Project Management Methodology enables the delivery organization to handle these projects comprehensively, systematically and in an integrated manner, which results in strategic, tactical and operational benefits.

Virtual teams have emerged to mitigate the challenges of managing teams that are distributed across different regions, and are a sustainable component of global business. A project manager managing a virtual team would have to integrate communication strategies, project management techniques including human and social processes in order to support the team, (Kimball, 1997). The author is a project manager assigned to lead a virtual team of 300 volunteers located across the globe to develop recommendations for regulating carbon emissions in the world. As indicated Kimball (1997), this kind of a virtual team usually supports people working in the same professional field and most of the

Because projects are becoming global, project managers have to become more mobile and be willing to travel on site for short periods at a time while continuing to work virtually in the long-term. Global project teams will be virtual, multicultural, and mobile. Decision makers will be in different time zones, making decisions, based on real-time information that they will not have had the time to fully analyze. With such virtual and mobile teams, project management could offer a solution to the need to be responsive. They will also need to make sure they achieve the right results through effective project delivery and that they are responsive to their

The purpose of this paper is to recommend that Project Management is a concept that focuses on the dynamic characteristics of a multi-facetted organization. In such a changing situation, effective communication is a characteristic that should be stressed and becomes the most important tool for the project manager and team members.

The benefits and lucrative potential of Virtual Project Management are many, but like all good things, come at a price in the form of new management complications. Fostering open and meaningful communication, gaining the trust and respect of remote members, and building trust between members is the greatest challenge to the virtual PM. It is difficult for virtual team members to get to know each other well; consequently, they tend to communicate poorly because they often are less than comfortable with each other. [1] Communication is paramount in any project. Dennis S. and Michelle L. Reina define three types of communication that project managers must address for virtual work to be possible: contractual, communication, and competence trust. [4]

While projects can be similar in some instances, no two projects are ever the same. For this reason, management of projects requires the application of tools and techniques to meet the goals of the temporary endeavor. Project managers apply these tools and techniques to determine what is required for project delivery such as the list of activities to completed, the time required to complete the activities, resources needed and the various risks associated with the deliverable and efforts. A multitude of tools and techniques are employed by the project manager based on the need of the effort to organize, identify and communicate the various aspects of the project. While in contrast, the repetitive nature of operations activities

Using project management offers a business a way for dealing with considerably lowered phase times. With businesses operating internationally projects that can have an effect on the company as a whole are not easy to manage without a proper line of attack. For this, project management would help cross functional teams to be more successful.

The evolution of globalization and the advancement of communication technology have increased the amount of cross cultural, virtual teams in existence in today’s business world. Cross cultural, virtual teams can leverage on the diverse experiences of its members to achieve good results even without the members meeting face to face.

A team comprised of international components presents an interesting challenge in regards to management. Various problems can potentially arise in regards to organizing the team, developing rules that govern the team and assigning tasks. One method in which to mitigate all of the above mentioned rules is by setting performance standards for the entire team to adhere (Alexander, 2000). One such standard involves the use of a balanced scorecard. A balanced scorecard allows each individual irrespective of their position within the team to have a core set of standards in which to abide by. These standards will also include the job function and the roles of each member with the job function. The scorecard provides an ideal medium in which to judge performance as well. By viewing the scorecard management can easily pinpoint areas of opportunity and improvement (Blair 2010).

Project implementation will use a variety of teams and tools to manage and coordinate the activities through shared tasks and accountabilities. Cross-institution teams will have specific tasks, responsibilities and performance measures (see below); cross-team membership, combined with the Leadership Team (see below), will ensure coordination among component areas. Our primary coordination principle is continuous focus on clarity: of project goals and milestones, of communication mechanisms and expectations, and of personal and group responsibilities. In practice, appropriate cyber tools will link people and activities, such as listservs, a wiki and a dedicated website, designed to address the needs of the project’s

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

A virtual team is a team in which its team members work together efficiently more over technology than face to face.Virtual