There are many factors that can impede remote project management, each of which will be discussed in this article as well as several solutions for each.
Even the most dedicated project managers and team members can at times lack focus and have trouble staying on task, despite their dedication to the project.
- Seek to build virtual project teams with members who not only have the required technical expertise but also possess an intrapreneurial outlook and approach to their work. People who are intrapreneurial naturally possess a passion for what they do; they are results-oriented resourceful, dedicated, independent, innovative, and highly adaptable.
- Expect a high level of professionalism and personal integrity from all team members. These traits should not be optional, as they drive the actions of team members throughout projects.
- Foster exceptional organizational skills in all team members. If this is not a team member’s strong suit, additional training can be gained in this area to improve his or her abilities in this regard.
- Clearly, define the roles of all team members, establish schedules, and regularly monitor the status of activities and deliverables to ensure that nothing falls through the cracks. This is particularly important with virtual teams due to various obstacles like distance, time, and possible cultural and language barriers that may exist.
Location, distance, or time-zone issues
Project schedules can develop a bottleneck when negatively impacted by the distance between team members, time-zone changes that impact fluctuating work hours, and even remote locations of work, where communication is limited due to telecommunication-servicing gaps.
- Establish clear policies and protocols to address expected availability of team members throughout the life of a project. Whenever possible, determine a reasonable time and schedule for team meetings where all required members can attend in order to effectively manage the project. Due to time-zone changes, this may only be a small window of time per week, but it can significantly aid in effectively monitoring progress and moving things along.
- Ensure that all remotely located team members have access to the necessary technologies to complete their required work on time and have been enabled to communicate with key contacts as well as the project manager as needed.
In today’s global business world, many organizations have projects that span multiple geographical locations; these sometimes create cultural and legal challenges that must be factored into the success of a project.
- In the initial stages, it will be important to evaluate and address any legal or regulatory issues that may exist currently or in the future. These types of issues can easily and unnecessarily halt a project. Try to gain critical local or international legal expertise prior to proceeding with the project, which can mitigate the risk of the project becoming an expensive sunk cost.
- Also prior to initiating a project, research and prepare for any culture or language barriers that could crop up throughout the project. This is an area that is often highly underestimated but can oftentimes create the potential to risk project failure due to misunderstandings.
This is easily one of the areas most impacted in remotely managed projects because teams are not meeting regularly face-to-face, where it is easier to gauge facial expressions, body language, and tone of voice simultaneously. As a result, effective and timely communication can be the most troubling for virtual project teams to achieve.
- Project managers will have to work exceptionally hard to establish trust with and among team members. Work at building virtual teams that feel connected and stay connected regularly. It may be helpful to talk with some other virtual project teams that have been successful in this regard. Also, find out more about your team members in order to establish common ground to help build a more cohesive team.
- When possible set up the initial kickoff and weekly or bi-weekly meetings via video conference, as people often feel more connected when they can see each other when they are talking.
- Try to use different forms of communication depending on time and information sensitivities, timing differences, the nature of the message, and even the audience.
- Set team-based rewards that are tied to team performance, not just individual performance.
Technology, data access, and security issues
Having the right technology and tools available to all members of a project team is essential in ensuring a project is on schedule and on budget. This is especially true in remote project management. Projects can easily fall out of scope if team members cannot access the data they need in a timely manner. Projects and organizations can also be negatively impacted by security breaches that can put the client’s data or internal company data at risk. This is another area often highly underestimated and overlooked.
- Prior to project execution, ensure that the appropriate PM and other collaboration tools, access rights, and permissions are identified, provisioned, and tested for all project team members.
- Establish clear security protocols for utilizing all company information, resources, technologies, and external mobile devices.
Remote project management can work; however, there are numerous factors that impact the success of a virtual project team, including the industry, project nature and complexity, infrastructure, communications, technology, and team dynamics.
Take a close look at your organizational goals and resources. The success will depend on how well all issues are sufficiently and appropriately addressed in the initial stages and how well your resources, knowledge, and tools are leveraged to avoid any pitfalls. This may require some specialized, situational, team training to help improve on schedule management, effective use of collaboration tools, and improvement of communications, processes, and protocols.
Moira Alexander, PMP, I.S.P., ITCP/IP3P, is the Founder and Editor-in-Chief of PMWorld 360 Magazine, Founder of Lead-Her-Ship Group, and author of “LEAD or LAG: Linking Strategic Project Management & Thought Leadership,” and other ebooks on Amazon. She’s a project management and IT columnist for various top-tier publications including CIO, CMSWire, TechRepublic (CBS Interactive), and a contributor to USA Business Radio and the Price of Business Talk Radio. She has over 25 years of experience in business (IS&T) and project management for small to large businesses in the US and Canada and has been quoted in various publications including Forbes. She writes about leadership, news, and project management products and services.