Effective Virtual Teams Report Group

Topics: Team, Project management, Teamwork Pages: 28 (9450 words) Published: November 17, 2014


Student Name:
1. Velmeskin Ivan
2. Priklonskiy Oleg
3. Bugataev Arman
4. Mikhaylyuta Alexey
5. Kruz David

Agreed mark
Late penalty
Final mark
Programme Title: Project Management

Unit Title: Project Management Organisation and Systems
Registration Number:

Assessment Title/Number: PMOS Group Assignment

Year/Stage: Last year

Due Date:
27th October 2014
Unit Leader/Dissertation Supervisor/Subject Tutor:
Dr. Garry Blair
I/We declare that this assignment is all my/our own work, that it has not been copied from elsewhere and that any extracts from books, papers or other sources have been properly acknowledged as references or quotations. In addition I/we agree that this assignment may be subject to electronic analysis for the detection of collusion, plagiarism and other forms of unfair advantage.

Please tick the box to confirm acceptance of the above declaration. Date: 27/10/14


1. Shared understanding in virtual team

a. What shared understanding is?
b. What leads to shared understanding
c. Shared understanding in virtual teams
d. Effects of geographical distances
e. Effects of unshared context
f. Effects of technologies
g. How to improve shared understanding in virtual team

2. Human Resources Aspect of Virtual Teams (Priklonskiy Oleg) a. KSAs
b. Team selection
c. Team training

3. Social Team Structure and Information Management (Bugataev Arman) a. Leadership
b. Knowledge Sharing and Management
c. Information Exchange

4. Technological Aspects of Virtual Collaboration (Mikhaylyuta Alexey) a. The Role of Technology in Virtual Teams development
b. Meeting the operational expectations
c. Choosing appropriate technologies

5. Social Influences and Conflict Management (Kruz David)
a. Tactics of social Influence
b. Conflict Management
c. Learning Curve and Team Development
d. Effective time management in Global Teams



Despite being relatively novel to the global oil and gas business industry, virtual teams are already recognised as a boom to international energy projects. Without the need for travel, with it’s cost and time drawbacks, project teams can share information, communicate, innovate and make strategic decisions together.

Also creating truly effective virtual project teams has proven to be a little more challenging than expected. Project managers, even experienced ones, cannot simply build high performance teams by allocating members and letting them “get on”. Without support, vigilant structuring and attentiveness to small processes, virtual project teams do not achieve their true potential, therefore not getting the result expected by top management, and even struggle to get off the ground.

This report is written as per request of top management of a large international oil and gas company (the name will not be disclosed, as it is confidential) by a group of consultants. It focuses on some of the major aspects and challenges of setting up a successful virtual team especially for executing a large global project. Following aspects will be covered in the report: shared understaning in virtual teams, human resoirces aspects, social team structure and information management, technological aspects of virtual colaboration, social and conflict management.

Ivan Velmeskin

2. Shared understanding in virtual teams

What shared understanding is?
What are the main three issues in organization virtual team working process? If you a project manager, you have to understand how to...

References: 1. Latane, B., and others. “Distance Matters: Physical Space and Social Impact.”
Personality and Social Psychology Bulletin, 1995, 21, 795–805.
2. Yukl, G., and Falbe, C. M. “Influence Tactics in Upward, Downward, and Lateral Influence Attempts.” Journal of Applied Psychology, 1990, 76, 416–423.
3. Brault, J. “How to Master Virtual Teams.” Unpublished manuscript, Eastman Kodak, 1999.
4. Jehn, K., and Mannix, E. “The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance.” Academy of Management Journal, 2001, 44, 238–251.
5. Earley, P. C., and Gibson, C. B. Multinational Teams: A New Perspective. Mahwah, N.J.: Erlbaum, 2002.
6. Henry, J., and Hartzler, M. Tools for Virtual Teams: A Team Fitness Companion. Milwaukee: American Society for Quality Press, 1998.
8. Maznevski, M., and Chudoba, K. “Bridging Space over Time: Global Virtual Team Dynamics and Effectiveness.” Organization Science, 2000, 11(5), 473–492.
9. Olson, G., and Olson, J. Distance Matters. Ann Arbor: University of Michigan, 2000.
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