This paper explains several "alignment factors" that are especially crucial for virtual teams. Examples from two actual projects illustrate how the lack of these factors can affect a team, and detailed recommendations provide steps project leaders can take to avoid similar difficulties.
What this is
Using outside partners to increase your organization's productivity or access a competency your group doesn't have sounds wonderful. But we can't overlook the difficulty of actually achieving truly synergistic partnerships--and ultimately successful projects--using team members from outside the corporation. If not created and managed properly, these teams can seriously threaten a firm's critical time-to-market goals. This paper discusses how to keep virtual teams properly aligned with the team's critical goals and strategies.
Why it's useful
This paper provides some ideas for assessing and selecting team members, considering the specific ramifications of remote members while planning a project, and managing communication and the project's activities to successful completion. Examples from real projects and detailed action recommendations are included.
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