Challenges of virtual project management in developing countries (original) (raw)
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The challenges of managing cross-cultural virtual project teams
Purpose – This paper seeks to present the challenges reported by project leaders of cross-cultural geographically distributed, or virtual project teams operating within the matrix organisation of ABC, a multinational company based in Switzerland. Design/methodology/approach – The research is qualitative and exploratory, taking the form of inductive thematic analysis. Findings – The key themes reported to be of significance were the challenge of leadership, managing virtual aspects of communication and developing trust. Sub-themes consisted of managing the task, managing people, managing language and cultural issues and, lastly, managing the matrix. Practical implications – These include attention to the selection of leaders, continued facilitation of face-to-face communication in a virtual age and investment in language and intercultural training. Originality/value – Future research might investigate the complementary perspective of line management and take up the theme of high fluctuation of team members and leaders. Introduction Globalisation has led to many changes in the nature of project team work. Many international companies have projects spanning a variety of nationalities, involving great geographical distance and a range of time zones. Academic scholarship has reported on the increasing number of geographically distributed project teams working within matrix organisations, and it is assumed that their work is very difficult. Scholars report that matrix forms are hard to manage and diversity has been known to lead to poor performing teams (Iles and Kaur Hayers, 1997). Virtual teamwork is more complex than working face-to-face (Heimer and Vince, 1998) and site specific cultures and lack of familiarity are reported to be sources of conflict (Hinds and Bailey, 2003). Vakola and Wilson (2004) warn that the importance of the human element and the way that people cooperate with each other should not be taken for granted. This study aims to investigate the perceptions of project leaders at the cutting edge of this virtual trend. This paper presents an empirically-based study of the perspectives of project leaders in ABC, a multinational company with headquarters in Switzerland, on the greatest challenges they have to manage when leading
A Conceptual Management Model of Virtual Project Team in International Companies
Vilnius University Open Series, 2021
Globalisation and technological advancement have an enormous impact on how businesses operate. Technological evolution, economic challenges, and different generations working in one workforce impact businesses to seek flexibility and adopt techniques that support virtual teamwork. In the modern international business environment increasing number of teams that work in virtual environments through project execution, leads to the need for theory and research on how successfully manage virtual project teams. In this paper the analysis of the scientific literature allowed to formulate the definition of a virtual project team, the analysis was able to show the management aspects, which are related to the features of the virtual project team, review of scientific literature also let to disclose the emerging problems faced by managers. These results were used to conceptualise the virtual project team management model in international companies.
Role of Project Management in Virtual Teams Success
2020
A virtual team is a group of geographically distant people who work together to achieve a shared goal for a common organization. From the past few years this concept has been evolved and has emerged the idea of global project management. Virtual teams have been beneficial in cost reduction; hiring competent work force and improving globalization. Although virtual teams are beneficial for an organization; but they are hard to manage and control successfully. There can be several challenges like cultural issues; different time zones and communication gap. These challenges are not hard to manage; and we can overcome these challenges using effective project management skills. These skills will become the success factors for making virtual teams successful and will be determined by comparison of the survey results of traditional and virtual teams.
Global virtual teams for value creation and project success: A case study
International Journal of Project Management, 2008
This qualitative study examines whether virtual projects present challenges that are different from conventional projects and how they might be more useful than face-to-face teams in delivering value in certain contexts. It takes a post-implementation and lessons learned approach to elicit the experiences of two distributed information technology projects within a global banking corporation. Findings indicate that time zone and cultural differences in particular, affected communication and team relations. Other barriers included more 'conventional' issues such as management agenda and leadership style, requirements creep, asymmetry in processes and unclear roles and responsibilities. Their presence exacerbated the relational difficulties between team members. However, success in terms of time, budget and value delivery was evident in both of the virtual projects -attributable primarily to the determination and outcome orientation of team members. The study concludes that virtual teams are useful for projects requiring cross-functional or cross-boundary skilled inputs and the key to their value creation is to have a defined strategy to overcome problems associated with at-distance cooperation.
2021
The article analyses the management of a virtual project team in international companies. It provides a theoretical overview of virtual project team management, and the results of the research are presented. A qualitative study was carried out in which a structured interview was used to interview managers working in international companies who lead virtual project teams. The study involved nine informants, working in Lithuania, the United Kingdom, the United States, Bangladesh, France, Malaysia and Poland. The results of the study revealed the influence of information and communication technologies in managing a virtual project team, how emotional and motivational processes are managed, the importance of trust to a virtual project team, and how team management is improving. To summarise the research, the results provide a virtual project team management model that benefits companies and virtual project team managers who strive for the productive management of these teams. KEY WORDS: virtual project team, management of virtual project team, management in international companies. Anotacija Straipsnyje analizuojamas virtualios projekto komandos valdymo tarptautinėse įmonėse klausimas. Pateikiama teorinė apžvalga, kas būdinga virtualios projekto komandos valdymui, atlikto tyrimo rezultatai. Atliktas kokybinis tyrimas: struktūruotu interviu apklausti tarptautinėse įmonėse dirbantys vadovai, vadovaujantys virtualiai projekto komandai. Tyrime dalyvavo 9 Lietuvoje, Jungtinėje Karalystėje, Jungtinėse Amerikos Valstijose, Bangladeše, Prancūzijoje, Malaizijoje ir Lenkijoje dirbantys informantai. Tyrimo rezultatai atskleidė informacinių ir ryšių technologijų poveikį virtualios projekto komandos valdymo procesui: kaip valdomi emociniai ir motyvaciniai procesai, kuo virtualiai projekto komandai svarbus pasitikėjimas, kaip tobulinamas komandos valdymas. Apibendrinus apklausos rezultatus pateikiamas virtualios projekto komandos valdymo modelis, kuris gali būti naudingas įmonėms, virtualių projektų komandų vadovams, siekiantiems veiksmingai valdyti komandas. PAGRINDINIAI ŽODŽIAI: virtuali projekto komanda, virtualios projekto komandos valdymas, tarptautinių įmonių valdymas.
This paper examines how globally distributed software development projects are managed in the Middle East. We outline the factors that were perceived as important by project managers. We also consider how culture and religion affects the operation of virtual teams in a globally distributed software development environment in the Middle East. To understand how these factors influence the success of globally distributed software development projects in the Middle East, we conducted a qualitative research study involving three different companies operating in Dubai, Oman, Abu Dhabi, India and Pakistan. The study indicates that cultural awareness, the use of technology, use of a common language and applying project management techniques positively influence the operation of virtual teams
Managing Globally Distributed Software Development Projects using Virtual Teams
Proceedings of the 2015 Annual Research Conference on South African Institute of Computer Scientists and Information Technologists - SAICSIT '15, 2015
This paper examines how globally distributed software development projects are managed in the Middle East. We outline the factors that were perceived as important by project managers. We also consider how culture and religion affects the operation of virtual teams in a globally distributed software development environment in the Middle East. To understand how these factors influence the success of globally distributed software development projects in the Middle East, we conducted a qualitative research study involving three different companies operating in Dubai, Oman, Abu Dhabi, India and Pakistan. The study indicates that cultural awareness, the use of technology, use of a common language and applying project management techniques positively influence the operation of virtual teams.
Advantages and disadvantages of international virtual project teams
International Business And Global Economy, 2017
International virtual teams are a relatively new form of working organisation, closely linked to the global development of information technologies. Their dynamic development is causing growing interest in both advantages and weaknesses of this form of cooperation in international business. The aim of this review paper, in addition to organising terminology related to different types of teams, is to identify the benefits and shortcomings of this form of working organisation. To achieve this aim, the descriptive method and qualitative approach were used. The basic method of collecting qualitative data were unstructured individual and group interviews and observation, in particular participant observation. These were supplemented by data from secondary sources, such as research papers and reports from quantitative studies. A comparative analysis of the data collected from primary and secondary sources allowed to identify the advantages and disadvantages of international virtual teams, with made it possible to formulate conclusions and recommendations.
In this paper we report a case study examining the communication processes engaged in by virtual project teams and their management. Twenty-two teams, using widely available groupware to communicate, work together, share documents, discuss ideas, and solve problems, designed and implemented a database. These teams were managed by a geographically-distributed management team. The case study is analyzed qualitatively and quantitatively, from two perspectives-working in, and managing, virtual teams-using a framework that integrates virtual team dynamics and project management practices. Through the critical examination of communication content from the longitudinal experiences of multiple virtual project teams and their virtual management team, we identify successful project practices and uncover underlying interaction processes. Specifically, we found that high performing project teams differed from low performing teams in terms of process management, relational development, and proactive technology use behaviors. The five-person management team paralleled the project teams in evolving its own process management and relational development over time.
Building Productivity in Virtual Project Teams
The steady increase in project failure rates is leaving businesses searching for better integration techniques to virtualize their project environments. Through virtualization, organizations may have positive impacts on communities across geographical boundaries and resource constraints. The focus of this phenomenological study was to explore, via the experiences of successful project management practitioners, best practice strategies for integrating virtual project teams through data analysis. The conceptual framework included von Bertalanffy’s general systems theory, decomposition model of business process and project management frameworks, and the recomposition approach. Twenty-two senior project managers with more than 5 years of experience managing virtual project environments participated in semistructured telephone interviews. The van Kaam process employing normalization and bracketing approaches in data analysis resulted in the emergence of 34 thematic categories. The 10 most common themes culminated in the identification of strategies relevant for virtual project teams. The major themes pertained to 3 broad areas: (a) structure that accommodates skills and technology for virtual team success, (b) governance leading to efficient virtual project team management, and (c) collaboration practices across diverse environments. This study involved the exploration of the experiences of the participants. Using the van Kaam method for normalization of the data and clustering like experiences into thematic statements, the study provided a plethora of new information concentrated on 10 themes that emerged.