Why Do Virtual Teams and Remote Project Management Work?
Are you aproject manager with a PMP Certification who has to sell your PMO director on the idea of remote project management? Or are you a PMO director, CIO, or corporate executive developing your project management model and need to pitch your CEO or the rest of your leadership team on the virtual project management team model? There are probably a lot of materials out there that will explain why remote project management is a smart concept and why virtual project team’s function. Run away if you see the words “carbon footprint” anywhere in the article…probably it’s obsolete. I’m not suggesting you should go remote to conserve resources, a few trees, or percentages of the ozone layer, but the word “carbon footprint” has a disco-like ring to it, so avoid using it as part of the argument.
Here are a few reasons why I think remote project management is a good idea, as I’ve been doing it effectively for the past 12 years or so…
You have access to the world’s top talent. This is more of a case for the virtual team as a whole, rather than simply remote project management. But that’s the majority of the model I’m familiar with… Since I’ve spent the most of those 12 years working with a geographically distributed project team approach. Using offshore development resources allows you to hire the finest of the best without incurring the cost of relocating them (and usually they would not want to relocate so this is the only way you can get them on your staff or on your projects). The issue of time zone variations is about the only drawback, but most developers are eager to work with you on your time zone — or, in the event of a team of developers, have one designated contact who will be available during your hours. And, as for myself, I’m willing to work strange hours, so I’ve frequently been on Skype sessions at 11 p.m. or 3 a.m., depending on the situation.
As learned while preparing for the PMP Certification your profit margin rises, you’ll be able to take on additional tasks. You may get full offshore teams that are co-located to work on your projects for a fraction of the cost of local personnel by using offshore development teams. This methodology allows you to bid lower and win more projects than your competitors, increasing your project profit margins.
When genuine work is needed, project managers are freed up. I’ve seldom had a circumstance where I’ve thought to myself, “This would be better if I could go to an office somewhere,” in my 12 years of remote PM job. In reality, in the last 12 years, I’ve only worked on one project where more than half of my project team was local. I did spend some time at the office for the project, but it wasn’t essential.Because I work very flexible hours, I’m willing to work extremely early or even late at night to connect with a tech lead in, say, India, and compile a status report at 10pm that has the most up-to-date information available for the project client’s weekly status call the next day. It’s a delight to accomplish the job that I know has to be done and do it at the optimal time to get it done without being bound by a 90- or 120-minute round trip commute and 8 hours in the office.
Overall cost reductions and productivity are likely to be significant. Of course, this varies by organisation, but in my experience, remote/virtual teams have been more productive and cost less money due to more efficient meetings, less travel, and extensive use of electronic communication, as well as the ability to connect with clients whenever necessary by a key team member. Why should the team be co-located with the customer? But, thanks to the remote/virtual approach, we are ready, willing, and able to serve that customer at a moment’s notice and at a very low cost.
Want to learn more about the same? Enrol in a Project Management Institute offered professional certification courses today!
