Virtual Teams: Guide to Successful Implementation

Abstract

The successful initiation and execution of a virtual team is gaining increasing attention in the design and construction community. From opportunities to integrate international and multidisciplinary teams to the opportunity to leverage the best resources in an organization on a given project, virtual teams can transform the concept of project planning and execution.However, potential barriers exist in several areas to the successful implementation of virtual teams. The need for increased management emphasis, social and cultural understanding, and emphasis on common goals are only a few of the non-technical factors that can turn successful virtual teaming into virtual frustrations. When combined with traditional technical challenges including compatibility of systems, security, and the selection of appropriate technologies, the line between leveraging virtual technologies for enhanced solutions and introducing additional complications into the project process is one that can be easily crossed. This paper presents the findings of research that addresses the opportunities and potential barriers to successful virtual teams in the Engineering Procurement and Construction (EPC) industry. Combining results from current research, industry practices, and early results from non-construction industries, the research findings provide an initial path to successful virtual team implementation.

Advantages and disadvantages of international virtual project teams

“…Later, they began to be viewed as groups of interdependent people, sharing a common purpose and working towards realising this purpose across space, time, and organisation boundaries with the help of technology [Lipnack, Stamps, 2000;Shen, Lyytinen, Yoo, 2015]. The majority of researchers share a common point of view that can be found in their publications [Bell, Kozlowski, 2002;Chinowsky, Rojas, 2003;Hinds, Bailey, 2003;Breu, Hemingway, 2004;Hinds, Mortensen, 2005;Nader, Shamsuddin, Zahari, 2009;Huang, Kahai, Jestice, 2010;Clear, MacDonell, 2011].…”

“…Members of traditional teams work together in physical proximity to meet pre-defined objectives and complete tasks [Chinowsky, Rojas, 2003], and meet regularly or immediately clarify all misunderstandings and emerging problems [Karoui, Guerkan, Dudezert, 2010]. One of the first studies of the differences between the results achieved by traditional and virtual teams was conducted by Burke and Chidambaram [1995], who found that 'face-to-face groups tended to exhibit more effective leadership and coordination competence over time', although in the long run 'electronic distributed work groups -with adequate time and training -can become cohesive and perform effectively'.…”

Key Success Factors and Guidance for International Collaborative Design Projects

“…Gaudes et al, 2007). When team members are separated, they are less likely to establish one-to-one relationships (Chinowsky & Rojas, 2003). As trust is developed over time, reduced time for interaction due to financial pressure can thus serve to prevent the development of trust in teams.…”

Global Multidisciplinary Learning in Construction Education: Lessons from Virtual Collaboration of Building Design Teams

“…3]. When team members are separated, they are less likely to establish one-to-one relationships [12]. Shortage of time due to commercial pressure further prevents the development of trust in teams.…”