The ability for a Project Manager to manage their project and team members virtually or remotely is becoming an ever-increasing requirement.
Probably the most crucial challenge is how to communicate effectively in a virtual environment, writes Martin Kay of Lights-On Consulting.
This is particularly key when in the ‘Forming’ stage of the project. We are probably all aware of Bruce Tuckman’s Forming-Storming-Norming-Performing model for group development and, without ‘Forming’, a team can never become ‘Performing’.
The traditional role of a project manager (PM) is seen as one of a leader of teams that are physically co-located, often in the same office space, and quite often in the same room or bank of desks. Such close proximity allows for more face-to-face interaction and allows the PM to ascertain key personality traits of the team.
Are they morning people? Are they reflectors? What motivates them?
Clearly international projects, where people are dispersed, have had to develop coping strategies.
Today however, virtual teams are becoming the norm across many industries. This leads to a number of amplified challenges, including:
- Leadership
- Control
- Respect and trust
- Communication
If you are sitting within earshot of your team, you can see who is in; what they are working on or struggling with and, most importantly, ask a question and receive a pretty immediate response.
The elements of leadership, control and trust however are not straightforward things to earn – and in a virtual environment these are even tougher.
The biggest challenge, whether as a co-located or virtual team, is also the element that will ensure the project is a success, and this is the skill of effective communication. It is the role of the PM to lead and set the tone so that everyone is focused on the project’s objectives and deliverables.
A clear communication plan is crucial for a successful virtual project alongside concise definition of deliverables and achievable milestones in a plan.
Aspects that should be considered in a communication plan include:
- How will meetings be conducted?
- Who will attend?
- How frequent will meetings be?
- How will progress and issues be recorded?
Online team meetings are now becoming more and more prevalent. Many organisations have their own tools which they subscribe to such as Webex; Starleaf but also there are many tools available online such as Zoom, Go To Meeting or the Teams facility in Office 365.
To ensure people are focused in these online meetings, video should be encouraged where possible, rather than using just audio. Most importantly, online meetings should have a clear structure and follow an agreed agenda.
An online issue log is also key, which should be available to all. A firm may have a log stored in their Document Management System, but the issue with this is that once one person is using it, it is locked for updates by other users. There are tools out there like Smartsheet and Trello which are invaluable tools when managing a virtual project, as they can be updated simultaneously. These logs will detail key actions with realistic dates and clarify who the owner is. Once the project and the team is ‘formed’, these logs form the basis of the project meetings and help drive the project forward.
Many projects now work in a completely virtual world, particularly if the team is dispersed around the globe, and deliver quality solutions on time and within budget.
The changes that Covid-19 may bring will no doubt be major and wide ranging. We may never return to the world we once were. However, there are positives that can come from this awful experience that span from camaraderie to better visibility of the impact of humans on our ecology.
Out of necessity, people are using technology to work and stay in touch with loved ones, family and friends. Our inventiveness is starting to show with virtual “thanks” to IT departments, virtual HR assistance and even virtual workouts and virtual pubs! This marks a sea-change in our use of a virtual world.
In the specific context of remote working and virtual project management, Covid-19 has mandated remote working for almost everyone including the staunchest of face to face people. This global (if reluctant) acceptance by end users (as opposed to project managers, technical staff and “on-liners”) of the use of virtual meetings, team technology and, importantly, video, will open the door to continued virtual team working, and virtual project management.
We would be interested to hear people’s views on the ability to run projects completely remotely where necessary – even through the difficult “forming” stage.
You can contact the author, Martin Kay, by email at martin.kay@lights-on.com.