Virtual Teams and Virtual Project Management

1715 Words7 Pages
Like it or not, the marketplace is becoming global and many companies are taking note. The world is represented by a technological environment that changes at unprecedented speeds; seemingly overnight. The Internet and collaborative software have made it easier and faster to communicate across vast distances. Many companies have switched to complex and flexible organizational structures that allow them to operate competitively in a world shaped by globalization and the information revolution. Downsizing, outsourcing, and employee empowerment have become facts of life in the climate of many organizations, while job security is rapidly becoming a thing of the past. The survival of many organizations depends on the ability of the…show more content…
This reduction or elimination of expenses associated with travel, lodging, etc., results in a huge savings for the company. The list could go and on, but the point is, there is definitely a growing demand for and benefit of virtual teams.

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]

Contractual trust – this is essentially doing what you say you will do. The virtual PM needs to manage expectations, establish clear boundaries, delegate appropriately, honor agreements, and, above all, be consistent in their words and actions. This kind of trust is especially frail in today 's workplaces because of the legacy of layoffs, downsizing, and reorganization that reengineering and economic problems have brought to the modern
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