Managing virtual project teams: how to maximize performance
Abstract
Purpose
I was responsible for delivering a Radio Systems Development program. The program totalling over A$20 million was undertaken in the country NSW, Australia, over a three‐year time period, using the existing human resources of the NSW Police in a virtual team environment.
Design/methodology/approach
At the beginning of the program, a framework was provided for managing the program. The structure used in the program was a relatively unstructured one: informal communications was supported and project implementation was reliant on trust, cooperation and teamwork. Well‐proven project management and team management concepts were applied, some worked, but some didn’t.
Findings
The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project.
Originality/value
The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project.
Keywords
Citation
Kuruppuarachchi, P. (2006), "Managing virtual project teams: how to maximize performance", Handbook of Business Strategy, Vol. 7 No. 1, pp. 71-78. https://doi.org/10.1108/10775730610618648
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited