Emarginazione di gestione, in gruppi di lavoro virtuali

da Francesco il 23 ottobre 2011

Tuttavia si configurano i gruppi di lavoro virtuali sempre finire con i gruppi con più e gruppi con meno controllo sul modo in cui il progetto viene eseguito, i gruppi che ricevono tutti i messaggi e dei gruppi che ottengono solo alcuni, i grandi gruppi che possono operare in modo autosufficiente e piccoli gruppi che non possono. In fra tutte queste combinazioni di gruppi si avrà alcuni che operano al centro del funzionamento e quelle ai margini. I margini possono essere geografica, temporale o tecnico, ma qualunque sia la loro forma, sono sempre lì e devono essere consapevolmente gestito e controllato per mantenere il vostro progetto in pista.

Quando il personale inizia a sentirsi emarginati inizieranno a comportarsi in un modo che è controindicato nei migliori interessi del progetto, o almeno non direttamente allineate con le esigenze dei progetti, di solito questo non è una reazione cosciente o dannoso, semplicemente un istinto di sopravvivenza calci per aiutare il sentimento personale marginalizzati a credere di avere uno scopo. Queste persone possono reagire in modi diversi, di solito preceduto da una qualche forma di supplica al progetto o gestione delle linee di poter essere più impegnati. Si potrebbe tentare di fare quello che credono sia la migliore per il progetto, questo può essere giusto o sbagliato quando giudicato contro la visione centrale degli obiettivi del progetto, ma almeno sarebbero cercando, potrebbero semplicemente segnare il passo, facendo minore, meno contributivo compiti che sanno essere nell'interesse del progetto, ma non necessariliy l'uso migliore in assoluto delle loro competenze e di tempo, oppure possono resistere attivamente il punto di vista centrali del progetto, sia attraverso il progetto lasciando a cercare ruoli più impegnati altrove o in nel caso peggiore attivamente sabotare le attività del progetto attraverso gli sforzi di resistenza dal gruppo di gestione del progetto per dirigere i loro sforzi e gli altri. [clicca per continuare ...]

Copy­right secured by Digiprove © 2011 Francis Norman
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Merits of face to face meetings in a virtual teams project

by Francis on August 21, 2011

There are times in every vir­tual teams pro­ject when there is little real sub­sti­tute for a face to face meet­ing, get­ting every­one, or at least a major­ity of the project’s key play­ers into a single room for a series of meet­ings is peri­od­ic­ally essen­tial to keep the pro­ject on track. These times would typ­ic­ally include, but not be lim­ited to;

  • Plan­ning ses­sions both before the start of a major pro­ject with sub­stan­tial unique fea­tures and at key mile­stones within the pro­ject where it may be going through major struc­tural or organ­isa­tional changes,
  • Kick off meet­ings for com­plex, high value or high risk projects,
  • Cli­ent reviews and present­a­tions (at any stage of a project),
  • Peri­odic internal reviews of pro­ject status,
  • “ Spon­sors” meet­ings — though many of these can be held vir­tu­ally, hold­ing some face to face can still bring advantages,
  • Les­sons learned ses­sions — which can be con­duc­ted as a com­bin­a­tion of both face to face a vir­tual pres­ence with some mem­bers of the pro­ject team trav­el­ing to the meet­ing and oth­ers call­ing in when needed,

Now cer­tainly these meet­ings bring value to the pro­ject, and if prop­erly exploited also provide bene­fits to both the base organ­isa­tion and the indi­vidu­als involved; they allow for addi­tional side meet­ings that oth­er­wise would not hap­pen, they allow for some social inter­ac­tion and they allow the vis­it­ors to develop more of an under­stand­ing of the envir­on­ment and cul­ture of the host­ing office, all of which can help the pro­ject and the organ­isa­tion work bet­ter together on cur­rent and future endeav­ours. Yet for all of these bene­fits, many pro­ject organ­isa­tions either put little merit to such meet­ings or in some instances act­ively or pass­ively dis­cour­age them. [click to continue…]

Copy­right secured by Digiprove © 2011 Francis Norman
Bookmark and Share

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Outsourcing of higher skilled work and its impact on the virtual team relationship

13 August 2011

For most of the time the vir­tual teams approach has been used in the mod­ern indus­trial world, which is really since the inter­net and com­puter tech­no­logy reached a point where it could sup­port multi centre work, one of the key aspects most heav­ily exploited has been to out­source the more labour intens­ive, less tech­no­logy or […]

Read the full article →

In at the deep end of international communications

9 August 2011

Some time ago I pos­ted a piece titled “Provid­ing ongo­ing assist­ance in the devel­op­ment of inter­na­tional com­mu­nic­a­tion skills” where I dis­cussed ways organ­isa­tions can sup­port their per­son­nel when they are work­ing in vir­tual team based pro­jects, how some ongo­ing sup­port can help the team to con­tinue to grow together and through that growth deliver a […]

Read the full article →

Turn right at the hot dog stand…

7 August 2011

I was hav­ing a con­ver­sa­tion with a col­league recently where we were dis­cuss­ing dir­ec­tions from an air­port arrivals gate to the city shuttle bus, which, in a little detail was to turn right at the hot dog stand then left a few meters later, exit through the glass doors and look for the shuttle bus. […]

Read the full article →

Do you need a communications coach?

28 May 2011

Quite some time ago I star­ted to think about how best to help senior and gen­er­ally very busy man­agers improve their com­mu­nic­a­tions abil­it­ies when run­ning or work­ing in vir­tual team envir­on­ments.  These people usu­ally come from a world where they are assumed to know everything and yet never have the time to learn new skills […]

Read the full article →

Making first contact across international projects

26 February 2011

Some­thing which comes up quite fre­quently in dis­cus­sions I have with col­leagues, par­tic­u­larly those new to work­ing in vir­tual teams, is whether there is a pro­tocol for estab­lish­ing con­tact at the start of par­ti­cip­a­tion in a new pro­ject. I have dis­cussed this with a num­ber of col­leagues and given it quite a bit of thought […]

Read the full article →

Overcoming communication silos in international projects

11 December 2010

Within com­mu­nic­a­tions in inter­na­tional pro­jects, one often over­looked facet which can be eas­ily addressed, requires com­plex and com­mit­ted effort and can cause sub­stan­tial dam­age if handled badly is the man­age­ment of bar­ri­ers affect­ing com­mu­nic­a­tions between the vari­ous inter­na­tional parties. One of the biggest influ­ences on a pro­jects abil­ity to develop and main­tain an effect­ive inter-office […]

Read the full article →

Providing ongoing assistance in the development of international communications skills

4 December 2010

In an earlier post I dis­cussed the dif­fer­ent levels of sup­port and train­ing offered by organ­isa­tions to their people when deploy­ing them onto inter­na­tional pro­jects, either as ex-pat’s or as home office based per­son­nel work­ing as with inter­na­tional offices. Many organ­isa­tions, in my exper­i­ence and obser­va­tion, will give their per­son­nel some level of induc­tion and […]

Read the full article →

Reasons to leave the cost of training in your project budget

7 November 2010

Often, dur­ing the pro­cess of ini­ti­at­ing new pro­jects, it seems that agreed budgets come under pres­sure, par­tic­u­larly when the newly appoin­ted pro­ject man­ager and cli­ent are review­ing where the mon­ies are to be spent, one of the the first thing to be ques­tioned and, often sub­sequently removed, is the cost of train­ing, which, while an […]

Read the full article →

← Previous Entries

Merits of face to face meetings in a virtual teams project

by Francis on August 21, 2011

There are times in every vir­tual teams pro­ject when there is little real sub­sti­tute for a face to face meet­ing, get­ting every­one, or at least a major­ity of the project’s key play­ers into a single room for a series of meet­ings is peri­od­ic­ally essen­tial to keep the pro­ject on track. These times would typ­ic­ally include, but not be lim­ited to;

  • Plan­ning ses­sions both before the start of a major pro­ject with sub­stan­tial unique fea­tures and at key mile­stones within the pro­ject where it may be going through major struc­tural or organ­isa­tional changes,
  • Kick off meet­ings for com­plex, high value or high risk projects,
  • Cli­ent reviews and present­a­tions (at any stage of a project),
  • Peri­odic internal reviews of pro­ject status,
  • “ Spon­sors” meet­ings — though many of these can be held vir­tu­ally, hold­ing some face to face can still bring advantages,
  • Les­sons learned ses­sions — which can be con­duc­ted as a com­bin­a­tion of both face to face a vir­tual pres­ence with some mem­bers of the pro­ject team trav­el­ing to the meet­ing and oth­ers call­ing in when needed,

Now cer­tainly these meet­ings bring value to the pro­ject, and if prop­erly exploited also provide bene­fits to both the base organ­isa­tion and the indi­vidu­als involved; they allow for addi­tional side meet­ings that oth­er­wise would not hap­pen, they allow for some social inter­ac­tion and they allow the vis­it­ors to develop more of an under­stand­ing of the envir­on­ment and cul­ture of the host­ing office, all of which can help the pro­ject and the organ­isa­tion work bet­ter together on cur­rent and future endeav­ours. Yet for all of these bene­fits, many pro­ject organ­isa­tions either put little merit to such meet­ings or in some instances act­ively or pass­ively dis­cour­age them. [click to continue…]

Copy­right secured by Digiprove © 2011 Francis Norman
Bookmark and Share

{ 0 comments }

Outsourcing of higher skilled work and its impact on the virtual team relationship

13 August 2011

For most of the time the vir­tual teams approach has been used in the mod­ern indus­trial world, which is really since the inter­net and com­puter tech­no­logy reached a point where it could sup­port multi centre work, one of the key aspects most heav­ily exploited has been to out­source the more labour intens­ive, less tech­no­logy or […]

Read the full article →

In at the deep end of international communications

9 August 2011

Some time ago I pos­ted a piece titled “Provid­ing ongo­ing assist­ance in the devel­op­ment of inter­na­tional com­mu­nic­a­tion skills” where I dis­cussed ways organ­isa­tions can sup­port their per­son­nel when they are work­ing in vir­tual team based pro­jects, how some ongo­ing sup­port can help the team to con­tinue to grow together and through that growth deliver a […]

Read the full article →

Turn right at the hot dog stand…

7 August 2011

I was hav­ing a con­ver­sa­tion with a col­league recently where we were dis­cuss­ing dir­ec­tions from an air­port arrivals gate to the city shuttle bus, which, in a little detail was to turn right at the hot dog stand then left a few meters later, exit through the glass doors and look for the shuttle bus. […]

Read the full article →

Do you need a communications coach?

28 May 2011

Quite some time ago I star­ted to think about how best to help senior and gen­er­ally very busy man­agers improve their com­mu­nic­a­tions abil­it­ies when run­ning or work­ing in vir­tual team envir­on­ments.  These people usu­ally come from a world where they are assumed to know everything and yet never have the time to learn new skills […]

Read the full article →

Making first contact across international projects

26 February 2011

Some­thing which comes up quite fre­quently in dis­cus­sions I have with col­leagues, par­tic­u­larly those new to work­ing in vir­tual teams, is whether there is a pro­tocol for estab­lish­ing con­tact at the start of par­ti­cip­a­tion in a new pro­ject. I have dis­cussed this with a num­ber of col­leagues and given it quite a bit of thought […]

Read the full article →

Overcoming communication silos in international projects

11 December 2010

Within com­mu­nic­a­tions in inter­na­tional pro­jects, one often over­looked facet which can be eas­ily addressed, requires com­plex and com­mit­ted effort and can cause sub­stan­tial dam­age if handled badly is the man­age­ment of bar­ri­ers affect­ing com­mu­nic­a­tions between the vari­ous inter­na­tional parties. One of the biggest influ­ences on a pro­jects abil­ity to develop and main­tain an effect­ive inter-office […]

Read the full article →

Providing ongoing assistance in the development of international communications skills

4 December 2010

In an earlier post I dis­cussed the dif­fer­ent levels of sup­port and train­ing offered by organ­isa­tions to their people when deploy­ing them onto inter­na­tional pro­jects, either as ex-pat’s or as home office based per­son­nel work­ing as with inter­na­tional offices. Many organ­isa­tions, in my exper­i­ence and obser­va­tion, will give their per­son­nel some level of induc­tion and […]

Read the full article →

Reasons to leave the cost of training in your project budget

7 November 2010

Often, dur­ing the pro­cess of ini­ti­at­ing new pro­jects, it seems that agreed budgets come under pres­sure, par­tic­u­larly when the newly appoin­ted pro­ject man­ager and cli­ent are review­ing where the mon­ies are to be spent, one of the the first thing to be ques­tioned and, often sub­sequently removed, is the cost of train­ing, which, while an […]

Read the full article →

← Previous Entries