Challenges of Virtual Project Management In Developing CountriesSuhail Iqbal, PE, PMP, MCTShazia NaumanSession 6C: Project Management with Risk

PRESENTATION SEQUENCEINTRODUCTIONHYPOTHESISRESEARCH METHODOLOGYPROPOSED MODELVIRTUAL TEAM PROJECTS IN SOFTWARE INDUSTRYTHEORETICAL FRAMEWORK RESEARCH FINDINGSCONCLUSION

INTRODUCTION

HYPOTHESIS

HYPOTHESISVirtual project management is vital to corporate growth and helps teams to operate in the most efficient and human - sensitive way through information technology, across continents or across buildings within the same geographic locations.

RESEARCH METHODOLOGY

IN-DEPTH ANALYSISDiscrete Structure Model was correlated and validated by conducting a primary research survey to document results visually. Factor Reinforcing relationship was established between different elements of virtual project management.

RESEARH TOOLSPrimary Research Survey of various software houses in Pakistan using pre-tested questionnaires with Open-ended and close-ended questions. Formal, informal interviews were conducted to support the findings.

PROPOSED MODEL

PROPOSITIONSProposition 1: Effective Communication => Effective VPMProposition 2: Greater the degree of Virtual Project Management => Greater degree of multi-organizational culture/distributed organization control Proposition 3: Documentation OR Multi-channel communication => Information RedundancyProposition 4: Multi-channel communication AND Documentation AND Information Security => Effective VPMProposition 5: Greater geographical distance (time zone differences) OR non- existence of face-to-face interaction => Lower levels of motivation among team membersProposition 6: Greater degree of physical one to one interaction AND Greater degree of flexibility among parties (conflict resolution) AND Greater level of trust among geographically distributed teams => High levels of motivation among geographically distributed teams Proposition 7: Time zone difference advantage => High productivity and profitability of an organization.

Factor Reinforcing Model for VPM elements

Factor Reinforcing Model for VPM elements

VIRTUAL TEAM PROJECTS IN SOFTWARE INDUSTRY

VIRTUAL PROJECT TEAMSThe power of distributed development can increase an organization's opportunities to win new work by opening up a broader skill and product knowledge base, coupled with a deeper pool of potential employees.

Many organizations in Pakistan are creating virtual project teams, using a mix of offshore, outsourced and key internal resources in an attempt to provide a cost effective approach for meeting business needs. Pakistan is a low wage country thus it is a source of attraction for low cost software development industry.Reference: McMahon, P. E., "Distributed Development: Insights, Challenges, and Solutions," Cross Talk, from http://www.stsc.hill.af.mil/CrossTalk/2001/nov/mcmahon.asp, 2001.

THEORETICAL FRAMEWORK

DEVELOPING THE FRAMEWORKProject InfrastructureCommunicationLanguage BarriersFace to Face CommunicationInformation RedundancyTimeProper SecurityMotivationCultural DifferencesConflict ResolutionTrustProject Team Knowledge And Cross-Team Collaboration

RESEARCH FINDINGS

Findings Supporting Proposition OneTacit knowledge is not shared in VPM. The lack of mutual knowledge and shared language among team members impede communication.Data warehouses provide real-time project information, via the internet or telephone that connects team members, management and customers. E-mail is most commonly used for sharing information with team members in different time zones and working commitments. Most virtual project teams prefer basic tools such as phone, e-mail, and standard project management software like Microsoft Project/Prima Vera. Dedicated network connection and teleconferencing, a common feature in large software housesSmall software houses use only e-mail and telephone. In case of communication deadlock in virtual projects, physical visits bridge the communication gap. The language problem is overcome by agreeing upon a common standard language English.Great team communication also serves as the basis for building the trust, group synergy and espirit de corpse required to be successful.Proposition 1: Effective communication implies effective virtual project management.

Findings Supporting Proposition Two75% of the organizations operate as pure geographically distributed teams using VPM tools. There is not usually enough time or close bonding between members in a project involving virtual teams, for building and maintaining a team culture. Members in teams with a temporal nature usually appear less loyal to the team and its goals. There is low homogeneity among global virtual team members. Proposition 2: Greater the degree of Virtual Project Management greater will be the degree of multi-organization culture/ distributed organization control.

Findings Supporting Proposition ThreeMultiple communication channels although results in excessive documentation yet it aid decision-making. 75% companies agree that excess documentation is produced as a result of VPM. Proposition 3: Information redundancy is a side effect that is produced as a result of documentation and multi-channel communication.

Findings Supporting Proposition FourTo insure proper security, the project infrastructure uses industry standard security approaches. Firewalls and encryption software are the most commonly used security measure. In order to have effective virtual project management, we must have the presence of all the three factors namely multi channel communication, documentation and measures for information security.Proposition 4: In order to have effective virtual project management, we must have the presence of all the three factors namely multi channel communication, documentation and measures for information security.

Findings Supporting Proposition FiveWe found that non-existence of face-to-face interaction is a disadvantage for virtual projects and it lowers motivation level among team members. Motivation level is lower in small organization where ICT support is insufficient and effective communication is absent. Proposition 5: Greater the geographical distance (time zone differences) or no face-to-face interaction will lower the motivation among team members.

Findings Supporting Proposition SixCultural differences are overcome by nourishing the belief of equality among all the resources of a company. Honesty in work and delivering the product up to contract and in time is regarded important everywhere regardless of cultural differences.75% of project teams function in a multi-organizational culture with a moderate degree of organizational control. 80% of the organizations have high level of trust among their teams implemented through formal procedures, visual templates and documentation. Building trustworthy relationships among virtual project managers is dependent on the level of face-to-face communication support. Large software houses in Pakistan have recognized the need of personal contact and training workshops are now organized not only for top executives but for other team members as well. Lack of trust tends to discourage communication amongst team members.Proposition 6: Greater one to one interaction and flexibility among parties and greater level of trust implies high level of motivation among team members.

Findings Supporting Proposition SevenTime zone difference is an advantage for some software houses while a disadvantage for others. Delayed responses and a short window of opportunity to discuss issues are the disadvantages of time zone difference. Standard documentation, templates for each activity and deliverables help in resolving the issue of time zone difference in large software housesLack of standard documentation in small companies result in productivity loss and conflict. Moreover teleconferencing at mutual convenient time and good documentation help in resolving this issue. Proposition 7: Time zone advantage leads to high profitability of an organization.

RECOMMENDATIONSMembers in a distributed project management environments often have expertise in a specific area, so there is a great need for knowledge sharing via effective communication and knowledge management techniques. Initial face-to-face communication is an essential prerequisite in establishing higher levels of trust and motivation among mangers working from geographically dispersed locations.Managers or team leaders must play as a communication bridge between the two developers of virtual teams in order to minimize conflict.A single communication point is a must to avoid redundancy and conflict.For effective communication, the appropriate use of telephones, video-conferencing and face-to-face meetings should be considered essential. Clear ownership, roles and responsibilities are essential. Leaders should play an effective role to implement these processes.

CONCLUSION

REVIEW QUESTIONS

Contact InformationSession 6C: Project Management with Risk Challenges of Virtual Project Management In Developing Countries

Suhail Iqbal, PE, PMP, MCT suhail@syscompk.comShazia Nauman shaznaum@yahoo.com