TAILIEUCHUNG - Global virtual teams for value creation and project success: A case study

What nature and level of contact is necessary? Consider indirect and direct contact, and if the latter, at what bureaucratic level is contact most appropriate? Would the measure benefit from a communications campaign? What tools and/or communications activities (. newsletter, website, public forums, briefings to the Minister) should be used? The strategy should make clear the intent and logic of consultation with key stakeholders. These should, of course, support the achievement of policy objectives as stated in the scope statement and be adequately costed in the work breakdown structure. Most departments and agencies have their own. | ELSEVIER Available online at --------------------- 0 International Journal of ScienceDirect Project Management International Journal of Project Management 26 2008 51-62 locate ijproman Global virtual teams for value creation and project success A case study Liz Lee-Kelley Tim Sankey School of Management University of Surrey Guildford Surrey GU2 7XH UK Received 2 August 2007 accepted 9 August 2007 Abstract This qualitative study examines whether virtual projects present challenges that are different from conventional projects and how they might be more useful than face-to-face teams in delivering value in certain contexts. It takes a post-implementation and lessons learned approach to elicit the experiences of two distributed information technology projects within a global banking corporation. Findings indicate that time zone and cultural differences in particular affected communication and team relations. Other barriers included more conventional issues such as management agenda and leadership style requirements creep asymmetry in processes and unclear roles and responsibilities. Their presence exacerbated the relational difficulties between team members. However success in terms of time budget and value delivery was evident in both of the virtual projects - attributable primarily to the determination and outcome orientation of team members. The study concludes that virtual teams are useful for projects requiring cross-functional or cross-boundary skilled inputs and the key to their value creation is to have a defined strategy to overcome problems associated with at-distance cooperation. 2007 Elsevier Ltd and IPMA. All rights reserved. Keywords Distributed working Global virtual teams Virtual projects Project success 1. Introduction Herzog s 1 observation of industry s growing preference for virtual team-working follows earlier writers argument for resource maximisation and corporate agility through cross-boundary internal and

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