Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 45;   November 6, 2002: Dispersity Adversity

Dispersity Adversity

by

Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse and more bedazzled by communication technology. But people really do work better together face-to-face. Here are some tips for managing dispersed teams.

When Marilyn heard, "Earth calling Marilyn, come in please," she suddenly realized that she'd been staring blankly at the Gantt chart. The wall-sized Gantt chart. The hopelessly outdated wall-sized Gantt Chart. Her mind had wandered.

The world"Marilyn here. Over," she replied. "So how do you think it happened?"

Phil was stumped too. "It's a puzzle, isn't it? Project of the Year to red-listed in three months. That chart is just expensive wallpaper now — actually, I kinda like it for the men's room."

"You would. But really…why is this project so different?"

As they talked, they kept returning to their decision not to use local talent. Back when they couldn't even get approval for contractors, they'd decided to use the Wellington people, who were 2000 miles away. And then, three weeks later, they added the two European teams. That made the score: time zones 4, languages 3, continents 2. They had had no choice…after September 11, travel became impractical, even when it was allowed.

Marilyn and Phil are struggling with managing a geographically dispersed team.

If you haven't had that experience, imagine a little four-month experiment.

People work better together
when they know each other
First month
Replace all team meetings with teleconferences. Visiting a teammate's office is not permitted. Use the phone or interdepartmental mail instead.
Second month
Continue as last month, and eliminate hallway conversation. Use snail mail or overnight delivery instead of interdepartmental mail.
Third month
Continue as last month, but limit telephone conferences to three per week, at 7 AM or 11 PM. All other communication is by fax or email. Team members may not lunch together.
Fourth month
Continue as last month, but now in-person meetings are permitted — provided they are held at least a full day's journey away by air.

After four months, you'll understand a little of what a dispersed team deals with — if you still have a project left.

Here are some tips for managing dispersed teams:

People work better when they know each other
What we don't know, we make up, and what we make up is often scary. When we know each other — even a little — we like each other better.
Have an in-person kickoff meeting
An in-person kickoff meeting is essential, because people have to know each other before they can trust each other. Leave plenty of free time for socializing.
Face-to-face meetings are necessary
People need to meet face-to-face once in a while. It's the way we're made. Budget for it.
Count on trouble
Communications are more problematic the more remote they are. Face-to-face is safer than phone is safer than email is safer than fax is safer than overnight mail is safer than silence.
Get training in video, email, and phone
Since we aren't born knowing how to conduct a videoconference, we need training to do it well. Training in email and teleconferencing is also helpful.

Using a dispersed team might be a way around the bureaucratic constraints, but it isn't cheap, because you need budget for travel and training. Most important: go slow. It takes time to prevent (and sort out) communication mix-ups. Go to top Top  Next issue: High Falutin' Goofy Talk  Next Issue

303 Tips for Virtual and Global TeamsIs your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!

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British mathematician Christopher Zeeman in 2009Missing the Obvious: II
With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen?
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When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's Part II of an exploration of risk creep.
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In project management, rational, responsible scope management helps us focus on the task at hand. But rational scope management lets us adapt our work to changes in external factors, and changes in our understanding of the problem.
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When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks.

See also Project Management for more related articles.

Forthcoming issues of Point Lookout

A band of mostly saxophonesComing August 13: Leaving High-Touch Jobs: How
High-touch jobs require that we work closely with colleagues, teammates, clients, or suppliers. Because choosing to leave such a job affects all these people, and the person departing, we would do well find a path that respects all involved. Here are some suggestions. Available here and by RSS on August 13.
Charles Goodhart delivers the keynote speech in the 2012 Long Finance Spring ConferenceAnd on August 20: Earned Value and Goodhart's Law
Earned Value Management, widely used approach to project management, is most useful in contexts in which estimators are familiar with the Tasks, the Technologies, and the Teams. But even then, it is vulnerable to the tactics of those who game the metrics. Available here and by RSS on August 20.

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