Managing Virtual Team by Shantanu Bhamare, PMP, MBA

7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA

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PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Managing AManaging AMultiMulti--location / Virtual Teamlocation / Virtual Team

Shantanu Bhamare, PMP, MBA



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Session # TMG06

About the speaker

Shantanu Bhamare is a Project ManagementProfessional (PMP) certified from ProjectManagement Institute (PMI) USA . He is aBachelor Of Engineering in Computers fromPune. He has also done Post Graduate DiplomaIn Advanced Computing from CDAC, Pune,Mobile Computing from the Indian Institute of

Technology (IIT), Bombay & MBA in IT &Finance.

He is currently working with IBM as a Deputy General Manager. He hasover 18 years of professional experience in the IT industry on softwareprojects enabling a wide variety of domains such as eCommerce, CRM &Telecom.

He is a recipient of an International award "Best Volunteer Leader OfThe Year 2007" given by Project Management Institute (PMI) USA . Hewas recognized at Leadership Meeting in Denver, CO, USA in October2008. Where leaders across the world come together and share eachother experience, issues in each region, discuss on best practices in eachregion and set vision for PMI for next year.

He also got appointed as Vice President of PMI Pune Chapter which isaffiliated to Project Management Institute (PMI), USA.


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About the speaker (contd..)

PMI selected him to be a part of Content Contributors & ContentReviewers on the teams to update and rewrite PMIs most influentialglobal standard: A Guide to the Project Management Body ofKnowledge (PMBOK Guide) 4th Edition. Its an American NationalStandard ANSI/PMI 99-001-2004. This book is read all over the worldas it is mandatory book to give Certified Associate in ProjectManagement (CAPM) & Project Management Professional (PMP)

exams. He represented the chapter in the Leadership Meeting at Hong Kong in

January 2007 and became part of Asias strategic team. He has got Co-inventor Patent on Pricer Product, filed in USA, while

working with Selectica Inc. USA. He has got Spot Award for Excellent Project Management while

working with Datapro Infoworld Ltd. He has a keen interest in pursuing different techniques for effective

Project Management. His current interests include better estimationtechniques, becoming better conflict resolution manager, better riskmanagement, and use of earned value analysis for project tracking.


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Contact Information Shantanu Bhamare, PMP

Email : [email protected] Blog : http://sbhamare.blogspot.com/

LinkedIn:http://www.linkedin.com/in/sbhamare

Twitter : http://twitter.com/sbhamare YouTube : http://youtube.com/sbhamare1


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Agenda Introduction Conditions for Multi-location Team

Traditional Team Vs Virtual Team

Multi-location Team Types Multi-location Team Rules Multi-location Team Challenges Multi-location Team Advantages Multi-location Team a case study Q & A


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Introduction In current changing scenario and global

working environment, most often we have tomanage multi-location team (Whether we likeit or not)

This helps us remain competitive over others

Multi-location could be in same country or in

different countries for same project Multi-location could be in same company or in

different companies for same project


7/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Conditions for Multi-locationTeam Large-scale project

Infrastructure related issues at current location

Non availability of skills sets at current location

No of people required are not available atcurrent location

Part of the project is given to 3rd party vendor In a project there are more than one vendor

Any other reason ?



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Traditional Vs Virtual Team Fixed team membership All team members drawn from

within the organization

Team members are dedicated100% to the team

Team members are co-located organizationally andgeographically

Teams have a fixed startingand ending point

Teams are managed by asingle manager

Shifting team membership

Team members can includepeople from outside theorganization (clients,collaborators)

Most people are members ofmultiple teams

Team members aredistributed organizationallyand geographically

Teams form and reformcontinuously

Teams have multiple reportingrelationships with differentparts of the organization atdifferent times



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Sites, Sites & Sites

OnsiteOffsite

Offshore Vendor Site



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Multi-location Team Types Manager at one location and all other

team members are at different location

like a spider



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Multi-location Team Types Manager at one location and group ofteam members at more than one

location like a butterfly



Session # TMG06

Multi-location Team Types Manager & few of team members at one

location and all other team membersare at different location like a bitter


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Multi-location Team Types Any other type ?


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All teams go through five stages ofdevelopment:

Forming

Storming Norming Performing, and Adjourning

Forming : This phase is where the team meets andlearns about the work and what their formal roles andresponsibilities are. Team members tend to beindependent and not as open in this phase.

Team Building


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Storming : During this phase, the team begins toaddress the work. If team members are not collaborativeand open to differing ideas and perspectives the

environment can become destructive.

Norming: In norming phase, team members begins towork together and adjust work habits and behaviors thatsupport the team. The team begins to trust each other.

Team Building


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Performing : Team that reaches the performing phase,function as a well-organized unit. They areinterdependent and work through issues smoothly and

effectively.

Adjourning : In the adjourning phase, the teamcompletes the work and moves on from the work.

Team Building


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Multi-location Team Rules There should be a clear purpose and

focus. If you don't have this, doesn't helpyou get the job done

Unless all the participants have workedtogether before, you'll have to allow for atime when they get to know each other


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Session # TMG06

Multi-location Team ChallengesManaging multi-location team effectively is a

challenge for no of reasons. Some of thechallenges are :

1. Team experience / maturity2. Team skill sets3. Available communication channels4. Addition of communication complexity5. Building Trust6. Improving Relationships


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Multi-location Team Challenges

7. Cultural differences

8. Distance / Different Geography9. Time zone difference10. Work type


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1. Team experience / maturity Managers must consider how mature each

team is and their work experience

There should be a good mix of junior staff,senior personnel, project designers and aproject leader mix ratio could be 9:5:3:1

(where Jr. staff 9 nos, Sr. personal 5 nos,Designers 3 nos and project leader 1 no)at each location


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Session # TMG06

1. Team experience / maturity Having a project leader at each location

allows that person to be responsible for

the work at that location


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Session # TMG06

2. Team skill sets The type of skill sets each location has is

very important

Managers must consider if the locationcan work independently or in isolation orby little coordination

Special skill sets at any given locationmust be well-utilized


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3. Available comm. channels Typical communication channels are

eMails, Twitter, Telephone Conf & Video

Conferencing In project planning phase, communication

plan should be developed, which should

lay out which communication channel(s)will be used, how & at which interval, whoall should be part of the communication,etc


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Session # TMG06

4. Addition of communicationcomplexity As no of team members increases in a

project, its complexity also increases

Its directly proportional to team size No of communication channels = (n*(n-1))/2

Managers must look into increasingcommunication channels between the

members Absence of body language & gestures in

remote communication


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Session # TMG06

4. Addition of communicationcomplexity Message is conveyed only through

language , words & voice intonation Diversity in Languages, accent & cultureposes additional problem

Noise & voice modulation in communicationmedia aggravate the situation


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5. Building Trust Professional Regard: respect for one's skills,knowledge, experience and ability to get the jobdone

Personal Regard: respect for one's values andintegrity

Relationships: history, friendship and the mutualappreciation of differences

Follow through on commitments and promises

Sharing functional or technical knowledge


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Session # TMG06

6. Improving Relationships Emphasize "commonality" -- areas where

you and your employee share

backgrounds, interests etc. Stay in touch, particularly by phone

Focus on clear communication and on

making sure you've been understood Show concern for your employee and be

generous with praise when it is earned


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7. Cultural differences Be aware of differences in cultures and

work habits

Do not stereotype

Instead listen actively and emphatically


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8. Distance / DifferentGeography

If team is in one country and if distance is

less then co-location of team is possibleas and when required

If not, then time zone difference adds one

more dimension to it


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9. Time Zone Difference For meetings has to find out appropriate time

which will be suitable for all team members at alllocations, few team members may have toadjust for the same Same time same place (face to face meetings)

Same time different place (audio/ video conference)

Different time same place (shared documents, common

repository)

Different time different place (email or voice mail messages)

Can take advantage of time zone difference


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10. Work type Whether work is of only construction (coding),

testing, or design ?

If it is only construction work then can be done inisolation as high level and low level designwould be ready

Also if it is only testing can be done in isolation

But when its design work then many a times itbecomes difficult as there could beinterdependencies of workpackages / modules


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Advantages of Multi-locationTeam

Project resources can be selected based on the

person who is best suited for the projectTeam formation does not involve relocationcosts

Occasional technical experts can be added to

the team regardless of their location and withoutthe need for travel expenses


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Advantages of Multi-locationTeamExchange rate between two different currencies

that are potential providers of a particular projectresource might make a resource in the countrywith a favorable exchange rate appear to beexceptionally low priced

Ability to quickly assemble and dismantle teams


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Session # TMG06

A PracticalCase Study


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A Case Study Met team members of all locations, understoodtheir skill sets, no of years of experience, etc

Identified one team lead / project lead from each

location and given responsibility (with authority)to take care of that location

Project scope briefing was done at each location

so that they understand complete project workinstead of only work given at that location


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A Case Study contd Responsibility of each location was made

transparent to all

Status call with team lead / project lead of eachlocation everyday was planned to take updates,decide plan for next day, discussion on variousissues, discussion on interdependencies

Skip level meeting (teleconf / face-2-face)

Used document management system


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A Case Study contd Team directory was created sorted by team location,

which contains Photo, Name, Role, Email id, Land lineno, Mobile no. This helps team to understand each other

role and communication with each other Design workshop twice a month. Designers of each

location were co-located. They used to discuss oninterdependencies of design, resolution of those

interdependencies and they used to also discuss howthey are going about their design, so that all designersare one page


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A Case Study contd There was another option of giving design work at one

location only, instead of calling designer from variouslocations for design workshop twice a month at onelocation

Teleconf of all designers every day for 1 hour to discussissues, interdependencies

Maintenance of Risk, Issue & Dependency registers

Checkpoint call with client on weekly basis to updateprogress of the project and to discuss on risk & issues


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A Case Study contd Figuring out of SV & CV on weekly basis and taking

corrective action if any

Visit each location at-least once a month, so that there issense of belongings. Could use this opportunity tomotivate people to produce more output

Last but not least, party after accomplishment of majormilestone for each location and then at the end of / go

live of project all team members were called at onelocation for the celebration.


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