Average Reviews:
(More customer reviews)The authors put together a maturity model for virtual teams. It provides at least a way to measure the team and its performance against a base, so it is a good starting point. The model seems to be a take off on the Capability Maturity Model (CMM) used to assess software development procedures and processes, for example a virtual team is defined as being at level 5 when they are involved in continuous improvement or having repeatable processes, similar to obtaining CMM 5. With interest I noted that in order for a team to reach level 3, the project manager cannot also manage a co-located team, or a team located in the same place where he/she is working. I believe this means that if he/she manages a group that is located in Texas and another group located in Ukraine it is okay as long as he/she lives in California; not in Texas or Ukraine. Why this is necessary in order to be at level 3 is not clear to me. To have 30 persons all working in different locations and not have the project manager at least located with some of the team members is not likely to occur in a software development situation.
Achieving Project Management Success Using Virtual Teams is a good introduction to project management and provides a good base for examining the differences between the two types of teams. The authors' state that they wish to provide project management professionals with a book to prepare them for the dissimilarities between traditional and virtual project teams, while highlighting what remains unchanged when one moves from a traditional to a virtual project. Since they spend a lot of time talking about the traditional project team development, they probably hit that objective. They developed a good base, in the form of a chart, of how some of the typical project management procedures change when moving from a traditional team to a virtual team. The assessment tools discussed are also excellent for any type of a team, and having the documents available for download works out well to make the tools useable and easier to pass around amongst a team.
Overall though, more discussion on how to handle the differences between traditional and virtual teams, and backing these areas up with examples and case studies would have strengthened the book. Additionally, two questions which specifically relate to software development situations, kept running through my mind as I was reading this book: How do the virtual team policies and procedures described in the book, change for an outsourced versus an insourced (i.e. all members of the team work for the same company) team? Secondly, how do virtual team policies and procedures change when a virtual team consists of multiple co-located groups? Perhaps subjects for a new book.
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Product Description:
Most books on this subject are limited to a specific industry or market segment. This is an in-depth guide for managing a virtual project team in any industry. The book describes how to build high-performance virtual project teams; shows how to reduce the cost of virtual teams to ensure desired results and includes tools and techniques for assessing the maturity of project teams. It illustrates how to decrease time to market for new products, increase corporate profits and much more.
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