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 The hopelessly outdated wall-sized Gantt Chart.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.
"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. Top Next Issue
Is 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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More articles on Project Management:
- Are You Changing Tactics or Moving the Goal Posts?
- When we make a mid-course correction in a project, we're usually responding to a newly uncovered difficulty
that requires a change in tactics. Sometimes, we can't resist the temptation to change the goals of
the project at the same time. And that can be a big mistake.
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- Just-In-Time Hoop-Jumping
- Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops."
Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops
- The Risks of Too Many Projects: I
- Some organizations try to run too many development projects at once. Whether developing new offerings,
or working to improve the organization itself, taking on too many projects can defocus the organization
and depress performance.
- Missing the Obvious: I
- At times, when the unexpected occurs, we recognize with hindsight that the unexpected could have been
expected. How do we miss the obvious? What's happening when we do?
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- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
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