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 The hopelessly outdated wall-sized Gantt Chart.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:
- Shining Some Light on "Going Dark"
- If you're a project manager, and a team member "goes dark" — disappears or refuses to
report how things are going — project risks escalate dramatically. Getting current status becomes
a top priority problem. What can you do?
- Seven Ways to Get Nowhere
- Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making
no real progress towards the goal. How does this happen? What can you do about it?
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Deep Trouble and Getting Deeper
- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're
pretty sure there's no way out.
- 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
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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