Featured Product
This Week in Quality Digest Live
Management Features
Tom Taormina
Champion business success and avoid risk
Sébastien Breteau
Can we create a better new normal?
Annette Franz
It’s all about weaving them into your company culture
Amitrajeet Batabyal
Place-based policies can help reverse stagnating wages and unemployment
Sridhar Kota
Here’s how to fix them

More Features

Management News
Latest installment of North American Manufacturing Covid-19 Survey Series shows 38% of surveyed companies are hiring
How to develop an effective strategic plan and make the best major decisions in the context of uncertainty and ambiguity
What continual improvement, change, and innovation are, and how they apply to performance improvement
Good quality is adding an average of 11 percent to organizations’ revenue growth
Further enhances change management capabilities
Awards to be presented March 24, 2020, at the Quest for Excellence Conference, in National Harbor, MD
Workers more at ease about job security. Millennials more confident regarding wages.
46% of creative workers want video games in the office

More News

Brad Egeland

Management

Best Strategies for Virtual Team Project Management

Communication is job one

Published: Tuesday, August 28, 2018 - 12:02

First off, let me state that I really, really believe that remote project management is a great solution for most projects. It has worked extremely well for me for the past 10 years or so. But I know it’s not for everyone. Remote project management, while often a sensible and cost-effective approach to managing many standard projects, is definitely not without its challenges. In fact, just in terms of communication, leadership, and relationships it can become very challenging.

Add in the rogue developer who is looking to become a one-man team, the business analyst with significant expertise in other technologies but who is “learning” a new one while helping lead your implementation, or the documentation specialist who is spread too thin across eight different projects but resides 1,500 miles away from you, and you can see how certain logistical issues can really impact your projects if you don’t learn to deal with each one of them methodically and carefully.

There are many things to consider when managing a very geographically dispersed team—and customer. Here, I’d like to look at just a few key ones, mainly focused on communication and experience. I’m open to readers sharing their thoughts and hopefully their own strategies for managing skilled resources from afar. Here are a few of my thoughts on the topic.

Communication is job one

OK, I said that this list would be in no particular order of importance, but communication is always No. 1 on my list. In fact, I consider it to be the No. 1 responsibility of the project manager. The project manager who can’t learn how to communicate effectively and efficiently with his project team and customer is likely to experience many project issues and frequent project failure throughout what will likely be a short career in project management.

Consolidate and coordinate project communications

The project manager who is overseeing a remote project engagement with a geographically dispersed team and customer must consolidate and prioritize communications. Use email and IM (instant message), texting, blogging, and threaded discussions for relationship-driven communications. Use a proven project management software tool to control the assigned tasks on the project. Communications of an important nature should be cohesive and never delivered in fragmentary pieces that have to be cobbled together by the receiver. The concept of efficient, yet effective, communication cannot be driven home too hard. It is of utmost criticality—especially in the remote project management model.

Build strong team member relationships

When you are the project manager trying to tie a remote team together that may never all actually meet in person, then you are now in the business of managing relationships. Periodically during the course of the engagement, audit your time. How much time are you spending engaged in activities meant to foster stronger relationships with your mobile employees? Rate each relationship on a scale of 1 to 10, where 1 is weak and 10 is very strong. Craft a strategy for continuing to develop your strong employees and plan relationship-building activities to fix the weak ones. Ask yourself why they are weak and what you can learn from them. Avoid finger-pointing and hold up the mirror to reflect your own opportunities for improvement.

Experience isn’t necessary, but it helps

The best virtual teams will have “done it before.” Remote work and not being able to see your team face to face is tough for some, and it is not for everyone. But it frees up time and money on the project if you can handle it. Done well, it is extremely efficient.

Discuss

About The Author

Brad Egeland’s picture

Brad Egeland

Brad Egeland is a business solution designer and IT/PM consultant and author with more than 25 years of software development, management, and project management experience. Visit his site at www.bradegeland.com.