Session # TMG06

Managing A Multi-location / Virtual Team

Shantanu Bhamare, PMP, MBA

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

About the speaker

Shantanu Bhamare is a Project Management Professional (PMP) certified from Project Management Institute (PMI) USA . He is a Bachelor Of Engineering in Computers from Pune. He has also done Post Graduate Diploma In 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 has over 18 years of professional experience in the IT industry on software projects enabling a wide variety of domains such as eCommerce, CRM & Telecom. He is a recipient of an International award "Best Volunteer Leader Of The Year 2007" given by Project Management Institute (PMI) USA . He was recognized at Leadership Meeting in Denver, CO, USA in October 2008. Where leaders across the world come together and share each other experience, issues in each region, discuss on best practices in each region and set vision for PMI for next year. He also got appointed as Vice President of PMI Pune Chapter which is affiliated to Project Management Institute (PMI), USA.
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 & Content Reviewers on the teams to update and rewrite PMIs most influential global standard: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 4th Edition. Its an American National Standard ANSI/PMI 99-001-2004. This book is read all over the world as it is mandatory book to give Certified Associate in Project Management (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 estimation techniques, becoming better conflict resolution manager, better risk management, and use of earned value analysis for project tracking.

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 : sbhamare@yahoo.com Blog : http://sbhamare.blogspot.com/
LinkedIn:http://www.linkedin.com/in/sbhamare

Twitter : http://twitter.com/sbhamare YouTube : http://youtube.com/sbhamare1

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

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 to manage multi-location team (Whether we like it 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

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

Conditions for Multi-location Team

Large-scale project Infrastructure related issues at current location Non availability of skills sets at current location No of people required are not available at current location Part of the project is given to 3rd party vendor In a project there are more than one vendor Any other reason ?
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

Traditional Vs Virtual Team

Fixed team membership All team members drawn from within the organization Team members are dedicated 100% to the team Team members are colocated organizationally and geographically Teams have a fixed starting and ending point Teams are managed by a single manager Shifting team membership Team members can include people from outside the organization (clients, collaborators) Most people are members of multiple teams Team members are distributed organizationally and geographically Teams form and reform continuously Teams have multiple reporting relationships with different parts of the organization at different times

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

Sites, Sites & Sites

Offsite Onsite

Offshore

Vendor Site
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Session # TMG06

Multi-location Team Types

Manager at one location and all other team members are at different location like a spider

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

Manager at one location and group of team members at more than one location like a butterfly

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

Manager & few of team members at one location and all other team members are at different location like a bitter

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Multi-location Team Types

Any other type ?

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Team Building
All teams go through five stages of development:

Forming Storming Norming Performing, and Adjourning

Forming : This phase is where the team meets and learns about the work and what their formal roles and responsibilities are. Team members tend to be independent and not as open in this phase.
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

Team Building
Storming : During this phase, the team begins to address the work. If team members are not collaborative and open to differing ideas and perspectives the environment can become destructive. Norming: In norming phase, team members begins to work together and adjust work habits and behaviors that support the team. The team begins to trust each other.

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

Team Building
Performing : Team that reaches the performing phase, function as a well-organized unit. They are interdependent and work through issues smoothly and effectively. Adjourning : In the adjourning phase, the team completes the work and moves on from the work.

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 help you get the job done Unless all the participants have worked together before, you'll have to allow for a time when they get to know each other
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

Managing multi-location team effectively is a challenge for no of reasons. Some of the challenges are : 1. Team experience / maturity 2. Team skill sets 3. Available communication channels 4. Addition of communication complexity 5. Building Trust 6. Improving Relationships

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Multi-location Team Challenges

7. 8. 9. 10. Cultural differences Distance / Different Geography Time zone difference Work type

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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 a project 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
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

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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 location can work independently or in isolation or by little coordination Special skill sets at any given location must be well-utilized
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, who all should be part of the communication, etc
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 communication complexity

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 increasing communication channels between the members Absence of body language & gestures in remote communication

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

4. Addition of communication complexity

Message is conveyed only through language , words & voice intonation Diversity in Languages, accent & culture poses additional problem Noise & voice modulation in communication media aggravate the situation

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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 job done Personal Regard: respect for one's values and integrity Relationships: history, friendship and the mutual appreciation of differences Follow through on commitments and promises Sharing functional or technical knowledge

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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
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

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

8. Distance / Different Geography

If team is in one country and if distance is less then co-location of team is possible as and when required If not, then time zone difference adds one more dimension to it

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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 all locations, few team members may have to adjust 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

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 in isolation as high level and low level design would be ready Also if it is only testing can be done in isolation But when its design work then many a times it becomes difficult as there could be interdependencies of workpackages / modules

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Advantages of Multi-location Team

Project resources can be selected based on the person who is best suited for the project Team formation does not involve relocation costs Occasional technical experts can be added to the team regardless of their location and without the need for travel expenses

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

Advantages of Multi-location Team

Exchange rate between two different currencies that are potential providers of a particular project resource might make a resource in the country with a favorable exchange rate appear to be exceptionally low priced Ability to quickly assemble and dismantle teams

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2009 Permission is granted to PMI for PMI Marketplace use only

Session # TMG06

A Practical Case Study

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Session # TMG06

A Case Study
Met team members of all locations, understood their 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 work instead of only work given at that location

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Session # TMG06

A Case Study contd

Responsibility of each location was made transparent to all Status call with team lead / project lead of each location everyday was planned to take updates, decide plan for next day, discussion on various issues, discussion on interdependencies Skip level meeting (teleconf / face-2-face) Used document management system

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Session # TMG06

A Case Study contd

Team directory was created sorted by team location, which contains Photo, Name, Role, Email id, Land line no, 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 on interdependencies of design, resolution of those interdependencies and they used to also discuss how they are going about their design, so that all designers are one page

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Session # TMG06

A Case Study contd

There was another option of giving design work at one location only, instead of calling designer from various locations for design workshop twice a month at one location Teleconf of all designers every day for 1 hour to discuss issues, interdependencies Maintenance of Risk, Issue & Dependency registers Checkpoint call with client on weekly basis to update progress of the project and to discuss on risk & issues

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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 is sense of belongings. Could use this opportunity to motivate people to produce more output Last but not least, party after accomplishment of major milestone for each location and then at the end of / go live of project all team members were called at one location for the celebration.

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2009 Permission is granted to PMI for PMI Marketplace use only