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 The hopelessly outdated wall-sized Gantt Chart.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:
- Restarting Projects
- When a project gets off track, we sometimes cancel it. But since canceling projects takes a lot of courage,
we look for ways to save them if we can. Often, things do turn out OK, and at other times they don't.
There's a third choice, between pressing on with a project and canceling it. We can restart.
- How to Make Good Guesses: Tactics
- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are some
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- Managing Non-Content Risks: II
- When we manage risk, we usually focus on those risks most closely associated with the tasks at hand
— content risks. But there are other risks, to which we pay less attention. Many of these are
outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those
that relate to organizational politics.
- Down in the Weeds: II
- To be "down in the weeds," in one of its senses, is to be lost in discussion at a level of
detail inappropriate to the current situation. Here's Part II of our exploration of methods for dealing
with this frustrating pattern so common in group discussions.
- More Obstacles to Finding the Reasons Why
- Retrospectives — also known as lessons learned exercises or after-action reviews — sometimes
miss important insights. Here are some additions to our growing catalog of obstacles to learning.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- 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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