Hello and welcome to my blog—PMGT 612- Leading Projects Across
Cultural, Corporate, and International Boundaries. For over 20 years I
have served in the military and been lead on many projects. However, not until
I retired and began my Master’s coursework at Embry-Riddle Aeronautical University have
I been exposed to the “formal” project management (PM) field. As I am a novice,
with little to no formal experience, all the tools and techniques I have
learned are based in education and little experience…so far anyway!
This leads us into this week’s discussion topic: Project
Networks—Virtual Environments.
Technology not only increases productivity and efficiency,
it has also enabled global networks for projects. “The project management
profession is clearly changing by moving away from boardroom meetings and group
gatherings to favoring virtual project teams at various sites around the world”
(Dow & Taylor, 2015 pg. 75). This phenomenon of project networks
was further explored in an article published by Project Management Journal: Project
Networks—an Important—but Still Under-Researched Topic in Project Management
Research (Gemunden, 2016).
Per article, “experienced practitioners and academic
researchers… expected an increase in globally dispersed project teams until
2025, using new means for their virtual communication, and requiring a higher
level of interpersonal and intercultural skills” (Gemunden, 2016). This trend will lead to a greater reliance on
an effective communication plan. In the virtual world, interface with teams and
partners is different. “They have to learn to communicate so as to build trust
and reduce risks and uncertainties related to their work goals” (Ferraro & Briody, 2012 pg. 184). This difference is exponentially
increased when working across cultures. If successful, “It has been expected
that an increasing cultural and cognitive diversity of a team provides more
opportunities for higher creativity and global diffusion of a product or
service” (Gemunden, 2016).
“Increasing diversity, however, does not only lead to task
conflicts, which may act as creative tensions, overcoming functional fixations,
and opening new ways of thinking; task conflicts also pose higher challenges
and require a more cooperative and resilient team” (Huo,
Zhang, & Guo, 2016). The key: Communication!
Per PMBOK®, some of the disadvantages related to
virtual teams include misunderstandings, feeling of isolation, and difficulties
in sharing knowledge and experience with team members (Project Management Institute, 2013). Communication planning
becomes vital in the virtual team environment. Overcoming some of the challenges
of virtual teams include(Project Management Institute, 2013):
- - Setting clear expectations
- - Facilitating communications
- - Developing protocols for resolving conflict
- - Including people in decision making
- - Understanding cultural differences
- - Sharing credit in successes
As with all other project management and leadership skills,
communication takes practice! I am fortunate as ERAU Worldwide offers online courses
that utilize virtual teams. This gives the students “real world” experience.
This opportunity in engaging with virtual teams has opened my eyes to the challenges
I will likely face as project manager. I have been privileged to work with high
performing teams, and have had the misfortune of working with underachieving teams.
In my experience and opinion, the difference between the two was communication.
In the high performing teams, the students engaged in frequent communication
using various sources such as email, discussion threads, online meetings, and
phone conversations (including text messages). In the underperforming teams,
those various sources were absent with team members choosing to utilize the
discussion thread option only. Without any other communication, team rapport was
missing. Good team dynamics was lacking. This experience has brought to my
attention the necessity of developing virtual communication skills and competencies.
However, how does one gain experience in virtual communications if not enrolled
in a university such as ERAU?
Toastmasters International is a non-profit educational
organization that teaches public speaking and leadership skills through a
worldwide network of clubs. In keeping up with the modern environment and technological
advances, Toastmasters International is now allowing chapters to allow online
attendance (Toastmasters International, 2016). As a leader in developing
communicators, this option of virtual engagement can be invaluable for those
needing to participate or lead virtual teams!
Happy Communicating!
Damien
References
Dow, W., & Taylor, B. (2015). Project management
communication tools. Renton, WA: Dow Publishing LLC.
Ferraro, G. P., & Briody, E. K. (2012). The
cultural dimension of global business (Seventh ed.). New York, NY:
Routledge.
Gemunden, H. G. (2016). Project networks—an important—but
still under-researched topic in project management research. Project
Management Journal, 47(5), 3-5.
Huo, X., Zhang, L., & Guo, H. (2016). Antecedents of
relationship conflict in cross-functional project teams. Project Management
Journal, 47(5), 52-69.
Project Management Institute. (2013). A guide to the
project management body of knowledge (PMBOK guide) (5th ed.). Newtown
Square, PA: Project Management Institute, Inc.
Toastmasters International. (2016). CLUBS WITH A ONLINE
ATTENDANCE OPTION. Retrieved from https://www.toastmasters.org/Membership/Club-Experience/Virtual-Attendance
