The business world is operating in the absence of time zones in today’s 24/7 “always on” environment. Outsourcing is an increasing reality, and the availability of smart tools and collaboration technologies enable corporate mobility and flexible workforce arrangements. It’s no secret to global companies that a distributed workforce cuts cost (most notably in energy and real estate) but what does it cost organisations in physiological distance? How does remote team management relate to effective organisational communication?
In an informal survey, 300 project managers (PMs) were asked the cause of project failure, and more than 80 percent of respondents attributed project failure to the inability to manage the relationships within the project. Fundamentally, managing virtual project teams is based on the same philosophies as managing a local team; the primary difference is that the virtual dynamic is compounded by space and lacks the visual component of body language and inflection. When project communication is based on the written (email) and spoken (conference call) word, only seven percent of what one wants to communicate is received.
How can PMs in virtual team environments overcome communication challenges and minimise the negative impact to organisations? This session will explore an analysis of four filters that impact the PM’s environment: virtual, personality, technology and culture filters. It will draw conclusions for best practice communication in virtual teams based on intrinsic understanding of these filters.
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*The Project Management Institute requires that a PMP® earn 60 Professional Development Units (PDUs) every three years in order to maintain certification. More Information on PMP® Certification.
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