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Overview
Is it possible to complete projects on-time and on-budget using geographically distributed "virtual" teams?Yes! Here's the book that shows you how. Packed with practical tools and proven techniques for managing virtual teams for optimum performance, this expert author uses real-world examples and specific guidelines to show you how distributed work groups can be even more productive, effective and flexible than traditional co-located teams.
Supported by extensive research, the book addresses the most commonly identified managerial concerns such as communication, control, monitoring, team building, cultural differences, and legal and process issues. You're provided with a framework of principles and best practices for dealing with these concerns, plus step-by-step procedures for "transitioning teams," and tips on using high-speed networks and groupware as tools for solving problems. What's more, you learn how to...
>Reduce costs and time to market with round-the-world, round-the-clock work flow
>Integrate remotely located technical experts into a team and take advantage of remotely located corporate resources
>Build stronger products and markets with partnerships and joint ventures
Managing Virtual Teams, contains communication principles and management practices that won't become outdated with the next release of a software program. The author outlines the benefits of concentrating first on the investment that needs to be made in people, planning, processes, and training, not on technology alone.
Synopsis
Is it possible to complete projects on-time and on-budget using geographically distributed "virtual" teams?
Yes! Here's the book that shows you how. Packed with practical tools and proven techniques for managing virtual teams for optimum performance, this expert author uses real-world examples and specific guidelines to show you how distributed work groups can be even more productive, effective and flexible than traditional co-located teams.
Supported by extensive research, the book addresses the most commonly identified managerial concerns such as communication, control, monitoring, team building, cultural differences, and legal and process issues. You're provided with a framework of principles and best practices for dealing with these concerns, plus step-by-step procedures for "transitioning teams," and tips on using high-speed networks and groupware as tools for solving problems. What's more, you learn how to...
>Reduce costs and time to market with round-the-world, round-the-clock work flow
>Integrate remotely located technical experts into a team and take advantage of remotely located corporate resources
>Build stronger products and markets with partnerships and joint ventures
Managing Virtual Teams, contains communication principles and management practices that won't become outdated with the next release of a software program. The author outlines the benefits of concentrating first on the investment that needs to be made in people, planning, processes, and training, not on technology alone.
Booknews
How do managers handle the decreased sense of teamwork and control in remote managing of telecommuting employees? Who is responsible when an employee cuts himself making lunch at home during work hours? The author shares her Maturity Model for Distributed Teams to address the concerns of virtual managers as workplace rules and technology rapidly evolve. Appends assessment checklists, advice on home office legal and tax issues, return on investment questionnaires, and results of the author's survey of managers of distributed teams (the majority rating them somewhat more difficult to manage). Annotation c. by Book News, Inc., Portland, Or.