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Managing virtual project teams: how to maximize performance

Managing virtual project teams: how to maximize performance Purpose – I was responsible for delivering a Radio Systems Development program. The program totalling over A$20 million was undertaken in the country NSW, Australia, over a three‐year time period, using the existing human resources of the NSW Police in a virtual team environment. Design/methodology/approach – At the beginning of the program, a framework was provided for managing the program. The structure used in the program was a relatively unstructured one: informal communications was supported and project implementation was reliant on trust, cooperation and teamwork. Well‐proven project management and team management concepts were applied, some worked, but some didn’t. Findings – The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project. Originality/value – The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Managing virtual project teams: how to maximize performance

Handbook of Business Strategy , Volume 7 (1): 8 – Jan 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/10775730610618648
Publisher site
See Article on Publisher Site

Abstract

Purpose – I was responsible for delivering a Radio Systems Development program. The program totalling over A$20 million was undertaken in the country NSW, Australia, over a three‐year time period, using the existing human resources of the NSW Police in a virtual team environment. Design/methodology/approach – At the beginning of the program, a framework was provided for managing the program. The structure used in the program was a relatively unstructured one: informal communications was supported and project implementation was reliant on trust, cooperation and teamwork. Well‐proven project management and team management concepts were applied, some worked, but some didn’t. Findings – The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project. Originality/value – The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project.

Journal

Handbook of Business StrategyEmerald Publishing

Published: Jan 1, 2006

Keywords: Virtual organizations; Project management; Comunication technologies

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