LO7 Understand Project scope management Flashcards
7.2 Factors which impact on the leadership of virtual teams
Difficulties - Difficult to build deep relationships and trust in a virtual environment. Harder to detect the first signs of conflict and then to resolve the conflict. Harder to gel as a team as natural conversation is not there like it would be in an office environment
Generational factors, culture, language barriers and time zones
PM’s need to consider all factors and work out how to overcome them
How to be effective? - Leader needs to develop a strong virtual leadership mindset approach and style, then establishing how best to work with their remote team colleagues and stakeholders
Questions to ask is is what preferences does the team have? What skills? how can trust be built and maintained throughout the project? Agree norms for communication. EXAMPLE Bill prefers calling daily whilst Rowena prefers face to face meetings less frequently
Technology - Audio/Video, network security and availability of equipment and connectivity
Tuckman Model
Forming - First point of contact. Lack of project knowledge and environmental circumstances is very limited. Team members naturally guarded. PM to ensure they communicate clear goals and objectives, creating an inclusive and coordinated environment.
Storming - Team cannot achieve goals as individuals. Cooperation expected. Conflict created through competition and potential disagreements. PM has to ensure that differences are aired and conflict resolved in a positive way
Norming - Conflicts have been addressed and now the team starts to become more cooperative with each other as they start to focus on the tasks required. Team balance required. PM priorities change to provide process, clear roles and responsibilities and timely feedback.
Performing - Team now producing target performance. Creative problem solving and motivation is at a highest. PM needs to keep performance maintained by promoting openness, honestly and the development of trusting relationships
