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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

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

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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 Strategy – Emerald Publishing

Published: Jan 1, 2006

Keywords: Virtual organizations; Project management; Comunication technologies

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