Virtual Project Management - E-Leadership and Virtual Teams - Research Paper Example

? 10th may ment of a Research Problem The aim of this research is to explore the many challenges within the circle of project management and how it optimizes the value of virtual project network. Abstract: In a market with competition, virtual project network represent an increasing response to the requirement low cost, fasting time to market and quick solutions to complex organizational challenges. Virtual project networks enable organizations to pool the talents and expertise of workers and non-workers through eliminating space and time barriers. Today firms are investing heavily on virtual project network to improve on their competitiveness and performance. Despite the fact that project network is growing prevalence, little is known about it and how it can form the many problems within the circle of project management. Therefore, the study gives an extensive literature review that includes definitions of project networks and analysis the body of knowledge of project network. Introduction There is a marked rise in the number of firms that are regarded as being project oriented. Consequently there has been an increase in recognition of the effect of successful projects concerning the gain loss status. Virtual project network is defined as a small number of people with skills that complement who are committed equally to a common goal, purpose and work approach that they are mutually accountable (Zenun et al., 2007). These teams are often formed to overcome temporal and geographical barriers (Cascio and Shurygailo, 2003). Project networks work across barriers of time and space by using computer driven technologies. It covers a wide range of actions and working that is supported by technology (Anderson et al., 2007).The members of the virtual team are located in many different locations. This trait has forced extensive use of array of forms of communication that use the computer unit to enable the members that are physically dispersed, to co ordinate their inputs and hard work (Peter and Maz.2007). Project networks are defined by Gassmann and Von zedtwitz (2003b) as a set of citizens and sub-teams who act together in the course of the tasks that are interdependent , common purpose and work across licks that are strengthened by communication, information and transport technologies like video conferencing, email, telephone. Another suggestion is that they are distributed networks whose members are spread physically and whose work is synchronized predominantly using communication technologies like email, telephone and video conferencing and electronic information (Hertel et el. 2005). The degree of geographical dispersion within a project network team can contrast widely from one associate being located in a special location than others to each member being in his own location. (Staples and Zhao. 2006) We can distinguish different forms of project networks depending on the numbers of persons taking part and the level of interaction between them. One of them is timeworks’ which is done partly or fully out side the company’s place of work with the help of telecommunication and information services. Parallel teams who work within a short time to come up with recommendation for improving a development, project teams: carry out projects for users for a specific period, management teams: work associatively daily with a purposeful division. The first feature of that can be a problem in project management is quality. From the project owners, quality can be a challenge. The client or owner representative spends most of their time on the stewarding of the managers. This means that they could not be focusing on quality nearly as much as they could be. Rezgui (2007) investigates how efficient virtual teams are and any other type of virtual association, in the building sector and investigates the factors that persuade their successful adoption. May and Canter(2007) in this study of virtual network in the European automotive business have revealed that communication and teamwork between physically spread engineers at automotive producer and supplier site gives them a better quality. Virtual team is therefore, very important for projects that require cross boundary skilled inputs. Contracting of work is a major project challenge. In an environment where labor is scarce, lack of competition in the bidding for contracts can increase the cost. The lack of competition can mean that a parent company does not get the best contractor for the job. Some times the parent corporation might have to resolve for fewer than they anticipate which can increase cost, extend schedule and may increase the number of injuries. In this case virtual project would help since labor can come from different geographical area and operate there. New product development can use the association of the team members in and outside the firm. It is able to unit experts in highly specialized fields working at great distances from each other. Cultural multiplicity was one time one of the supreme differences between a virtual project team and a traditional one. Cultural diversity is a normal team characteristic which has introduced a high level of tolerance among the people who come to the realization of the fact that the people they are dealing with are not of their culture. Consequently the problems that come about are more severe as they are now beyond tolerance. If a team is not geographically spread it is probable to be consisting of members from different cultures and backgrounds. Having different experiences and backgrounds has an advantage as diversity means diverse thoughts and creativity. Another area of challenge in project management is schedule. For a construction industry for example, many contractors lack appropriate staffs to supply schedulers and planners to great projects. Not having these positions filled adequately from the beginning of a project can bring about confusion about the project program and efficiency plans. Virtual team can provide a solution to this. Virtual teams since members do not perform at the same place and time, often face tight schedules, a need to start immediately and perform instantly. The availability of configurable and changeable base infrastructure is an advantage of virtual team. Anderson et al (2007) are for the idea that effective use of communication, especially in the early stages of team’s formation plays an important role in building and maintaining trust. References Anderson, A .H, R. Mcewan, J. Bal and J. Carletta. 2007. Virtual team meetings: An analysis of Cascio.W .F. and S. Shurygailo, 2003. E-Leadership and Virtual Teams. Organizational Dynamics Communication and Context. Computers in Human Behavior. May, A. and C. Carter, 2001. A case study of virtual team working in the European automotive industry: International Journal of Industrial Economics, Performance Management. Peters, L.M and C.C. Manz, 2007. Identifying Antecedents of virtual Team Collaboration. Zenun, M.M.N., G. Loureiro and C.S. Araujo, 2007. The Effects of Teams’ Co-location on Project Performance. Read More