Upload
shantanu-bhamare
View
219
Download
0
Embed Size (px)
Citation preview
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
1/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Managing AManaging AMultiMulti--location / Virtual Teamlocation / Virtual Team
Shantanu Bhamare, PMP, MBA
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
2/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
About the speaker
Shantanu Bhamare is a Project ManagementProfessional (PMP) certified from ProjectManagement Institute (PMI) USA . He is aBachelor Of Engineering in Computers fromPune. He has also done Post Graduate DiplomaIn Advanced Computing from CDAC, Pune,Mobile Computing from the Indian Institute of
Technology (IIT), Bombay & MBA in IT &Finance.
He is currently working with IBM as a Deputy General Manager. He hasover 18 years of professional experience in the IT industry on softwareprojects enabling a wide variety of domains such as eCommerce, CRM &Telecom.
He is a recipient of an International award "Best Volunteer Leader OfThe Year 2007" given by Project Management Institute (PMI) USA . Hewas recognized at Leadership Meeting in Denver, CO, USA in October2008. Where leaders across the world come together and share eachother experience, issues in each region, discuss on best practices in eachregion and set vision for PMI for next year.
He also got appointed as Vice President of PMI Pune Chapter which isaffiliated to Project Management Institute (PMI), USA.
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
3/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
About the speaker (contd..)
PMI selected him to be a part of Content Contributors & ContentReviewers on the teams to update and rewrite PMIs most influentialglobal standard: A Guide to the Project Management Body ofKnowledge (PMBOK Guide) 4th Edition. Its an American NationalStandard ANSI/PMI 99-001-2004. This book is read all over the worldas it is mandatory book to give Certified Associate in ProjectManagement (CAPM) & Project Management Professional (PMP)
exams. He represented the chapter in the Leadership Meeting at Hong Kong in
January 2007 and became part of Asias strategic team. He has got Co-inventor Patent on Pricer Product, filed in USA, while
working with Selectica Inc. USA. He has got Spot Award for Excellent Project Management while
working with Datapro Infoworld Ltd. He has a keen interest in pursuing different techniques for effective
Project Management. His current interests include better estimationtechniques, becoming better conflict resolution manager, better riskmanagement, and use of earned value analysis for project tracking.
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
4/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Contact Information Shantanu Bhamare, PMP
Email : [email protected] Blog : http://sbhamare.blogspot.com/
LinkedIn:http://www.linkedin.com/in/sbhamare
Twitter : http://twitter.com/sbhamare YouTube : http://youtube.com/sbhamare1
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
5/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Agenda Introduction Conditions for Multi-location Team
Traditional Team Vs Virtual Team
Multi-location Team Types Multi-location Team Rules Multi-location Team Challenges Multi-location Team Advantages Multi-location Team a case study Q & A
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
6/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Introduction In current changing scenario and global
working environment, most often we have tomanage multi-location team (Whether we likeit or not)
This helps us remain competitive over others
Multi-location could be in same country or in
different countries for same project Multi-location could be in same company or in
different companies for same project
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
7/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Conditions for Multi-locationTeam Large-scale project
Infrastructure related issues at current location
Non availability of skills sets at current location
No of people required are not available atcurrent location
Part of the project is given to 3rd party vendor In a project there are more than one vendor
Any other reason ?
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
8/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Traditional Vs Virtual Team Fixed team membership All team members drawn from
within the organization
Team members are dedicated100% to the team
Team members are co-located organizationally andgeographically
Teams have a fixed startingand ending point
Teams are managed by asingle manager
Shifting team membership
Team members can includepeople from outside theorganization (clients,collaborators)
Most people are members ofmultiple teams
Team members aredistributed organizationallyand geographically
Teams form and reformcontinuously
Teams have multiple reportingrelationships with differentparts of the organization atdifferent times
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
9/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Sites, Sites & Sites
OnsiteOffsite
Offshore Vendor Site
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
10/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team Types Manager at one location and all other
team members are at different location
like a spider
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
11/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team Types Manager at one location and group ofteam members at more than one
location like a butterfly
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
12/40PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team Types Manager & few of team members at one
location and all other team membersare at different location like a bitter
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
13/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team Types Any other type ?
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
14/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
All teams go through five stages ofdevelopment:
Forming
Storming Norming Performing, and Adjourning
Forming : This phase is where the team meets andlearns about the work and what their formal roles andresponsibilities are. Team members tend to beindependent and not as open in this phase.
Team Building
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
15/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Storming : During this phase, the team begins toaddress the work. If team members are not collaborativeand open to differing ideas and perspectives the
environment can become destructive.
Norming: In norming phase, team members begins towork together and adjust work habits and behaviors thatsupport the team. The team begins to trust each other.
Team Building
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
16/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Performing : Team that reaches the performing phase,function as a well-organized unit. They areinterdependent and work through issues smoothly and
effectively.
Adjourning : In the adjourning phase, the teamcompletes the work and moves on from the work.
Team Building
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
17/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team Rules There should be a clear purpose and
focus. If you don't have this, doesn't helpyou get the job done
Unless all the participants have workedtogether before, you'll have to allow for atime when they get to know each other
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
18/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team ChallengesManaging multi-location team effectively is a
challenge for no of reasons. Some of thechallenges are :
1. Team experience / maturity2. Team skill sets3. Available communication channels4. Addition of communication complexity5. Building Trust6. Improving Relationships
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
19/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Multi-location Team Challenges
7. Cultural differences
8. Distance / Different Geography9. Time zone difference10. Work type
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
20/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
1. Team experience / maturity Managers must consider how mature each
team is and their work experience
There should be a good mix of junior staff,senior personnel, project designers and aproject leader mix ratio could be 9:5:3:1
(where Jr. staff 9 nos, Sr. personal 5 nos,Designers 3 nos and project leader 1 no)at each location
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
21/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
1. Team experience / maturity Having a project leader at each location
allows that person to be responsible for
the work at that location
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
22/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
2. Team skill sets The type of skill sets each location has is
very important
Managers must consider if the locationcan work independently or in isolation orby little coordination
Special skill sets at any given locationmust be well-utilized
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
23/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
3. Available comm. channels Typical communication channels are
eMails, Twitter, Telephone Conf & Video
Conferencing In project planning phase, communication
plan should be developed, which should
lay out which communication channel(s)will be used, how & at which interval, whoall should be part of the communication,etc
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
24/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
4. Addition of communicationcomplexity As no of team members increases in a
project, its complexity also increases
Its directly proportional to team size No of communication channels = (n*(n-1))/2
Managers must look into increasingcommunication channels between the
members Absence of body language & gestures in
remote communication
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
25/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
4. Addition of communicationcomplexity Message is conveyed only through
language , words & voice intonation Diversity in Languages, accent & cultureposes additional problem
Noise & voice modulation in communicationmedia aggravate the situation
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
26/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
5. Building Trust Professional Regard: respect for one's skills,knowledge, experience and ability to get the jobdone
Personal Regard: respect for one's values andintegrity
Relationships: history, friendship and the mutualappreciation of differences
Follow through on commitments and promises
Sharing functional or technical knowledge
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
27/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
6. Improving Relationships Emphasize "commonality" -- areas where
you and your employee share
backgrounds, interests etc. Stay in touch, particularly by phone
Focus on clear communication and on
making sure you've been understood Show concern for your employee and be
generous with praise when it is earned
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
28/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
7. Cultural differences Be aware of differences in cultures and
work habits
Do not stereotype
Instead listen actively and emphatically
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
29/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
8. Distance / DifferentGeography
If team is in one country and if distance is
less then co-location of team is possibleas and when required
If not, then time zone difference adds one
more dimension to it
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
30/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
9. Time Zone Difference For meetings has to find out appropriate time
which will be suitable for all team members at alllocations, few team members may have toadjust for the same Same time same place (face to face meetings)
Same time different place (audio/ video conference)
Different time same place (shared documents, common
repository)
Different time different place (email or voice mail messages)
Can take advantage of time zone difference
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
31/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
10. Work type Whether work is of only construction (coding),
testing, or design ?
If it is only construction work then can be done inisolation as high level and low level designwould be ready
Also if it is only testing can be done in isolation
But when its design work then many a times itbecomes difficult as there could beinterdependencies of workpackages / modules
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
32/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Advantages of Multi-locationTeam
Project resources can be selected based on the
person who is best suited for the projectTeam formation does not involve relocationcosts
Occasional technical experts can be added to
the team regardless of their location and withoutthe need for travel expenses
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
33/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
Advantages of Multi-locationTeamExchange rate between two different currencies
that are potential providers of a particular projectresource might make a resource in the countrywith a favorable exchange rate appear to beexceptionally low priced
Ability to quickly assemble and dismantle teams
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
34/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
A PracticalCase Study
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
35/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
A Case Study Met team members of all locations, understoodtheir skill sets, no of years of experience, etc
Identified one team lead / project lead from each
location and given responsibility (with authority)to take care of that location
Project scope briefing was done at each location
so that they understand complete project workinstead of only work given at that location
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
36/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
A Case Study contd Responsibility of each location was made
transparent to all
Status call with team lead / project lead of eachlocation everyday was planned to take updates,decide plan for next day, discussion on variousissues, discussion on interdependencies
Skip level meeting (teleconf / face-2-face)
Used document management system
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
37/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
A Case Study contd Team directory was created sorted by team location,
which contains Photo, Name, Role, Email id, Land lineno, Mobile no. This helps team to understand each other
role and communication with each other Design workshop twice a month. Designers of each
location were co-located. They used to discuss oninterdependencies of design, resolution of those
interdependencies and they used to also discuss howthey are going about their design, so that all designersare one page
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
38/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
A Case Study contd There was another option of giving design work at one
location only, instead of calling designer from variouslocations for design workshop twice a month at onelocation
Teleconf of all designers every day for 1 hour to discussissues, interdependencies
Maintenance of Risk, Issue & Dependency registers
Checkpoint call with client on weekly basis to updateprogress of the project and to discuss on risk & issues
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
39/40
PMI is a registered trade and service mark of the Project Management Institute, Inc. 2009 Permission is granted to PMI for PMI Marketplace use only
Session # TMG06
A Case Study contd Figuring out of SV & CV on weekly basis and taking
corrective action if any
Visit each location at-least once a month, so that there issense of belongings. Could use this opportunity tomotivate people to produce more output
Last but not least, party after accomplishment of majormilestone for each location and then at the end of / go
live of project all team members were called at onelocation for the celebration.
7/31/2019 Managing Virtual Team by Shantanu Bhamare, PMP, MBA
40/40