...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience dispersed through...
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...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience...
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...RESTORATION COMMUNICATION PLAN A. GENERAL INFORMATION Prepared by: Steve Smith Date: 1/20/2014 Project Description: Restoration of 1969 Camaro SS B. STAKEHOLDER LIST Stakeholders: Project Role: Steve Smith – Project Manager Review and assess vehicle needs, schedule work load, leading meetings, test vehicle and deliver final project to owner. Steve Mitchell – Owner Responsible for project requirements and funding. Mechanics Removal and installation of engine, transmission and other mechanics of vehicle. Body Shop and Paint Responsible for body restoration and paint of vehicle. Parts and Fabrication Responsible for ordering of new parts and fabrication of new interior and restoration of original accessories. C. COMMUNICATION PLAN Document Audience Action Communication Class Input Method Output Method Frequency Responsible Resources Project Status Report All project team members Weekly Status Report submitted every Friday Mandatory Status Update Form Combined Status Report handed out Mondays. Weekly Project Manager Project Status Meeting All project team members Interaction Mandatory In Person Meeting Notes in Word Document Weekly Project Manager Project Pre-Reassembly Meeting All project team members Interaction Mandatory In Person Reassembly Checklist Once Project Manager Final Walk Through All project team members Review all required deliverables Mandatory In Person Final Checklist Once Project Manager ...
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...know yet Purpose of the Team Operating Agreement (TOA) [Describe the purpose of the document. Depending on the nature of the project or culture of the company, other sections may be added to the document.] Sample text: This TOA serves as the guidelines and ground rules to help the project team work most productively together over the course of the project. The TOA is a living document and may be updated as the need arises throughout the project. Any updates will be discussed with and ratified by the project team members. Team Communications [Describe how project team members will communicate with each other. Include where project documents will be stored and how they may be accessed, how and when meeting agendas and minutes will be distributed, and how confidential information will be handled.] Sample text: § The project’s SharePoint site will house the most up-to-date version of project documents. All team members will be given access. § Meeting agendas will be e-mailed to project team members at least 24 hours prior to meetings. Meeting minutes will be posted to the project SharePoint site within 48 hours after meetings. § Team members will appreciate the sensitive nature of information discussed during this project and will share with care. Where applicable, documents will include a footer indicating that information is confidential. § “Sidebar” conversations between team members during team meetings will not be allowed. § All communication will be open and courteous...
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...together to achieve a common goal. Teamwork is used frequently when referring to sports teams performing to accomplish a purpose; nevertheless, teamwork is now a standard expression in the workplace. The success of the team is directly connected to the efficiency of the team. The workplace is a results-based culture and the performance of the team is linked to how the team attains results. According to Higgs (2007), “It appears that a number of factors are more likely to be dominant in explaining variation in team performance” (p.82). Higgs explains further that it is the individual personalities of the team members, accompanied with the techniques used by the team to become productive is what sets other teams apart (Higgs, 2007). This paper will examine the critical components of the team getting results while working as a collective and collaborative unit, the internal management of the team and its relationship to success, the effectiveness of team meetings and the technological tools that are available for teams to implement in the work environment. The Team Working Together Teamwork begins with the individual; each individual in a team needs to be a team player, willing to work together to accomplish a bigger goal. Each person on a team has something different that he or she can contribute, and teams function best when team members are allowed to share his or her area of expertise. Teams function best when they are diverse group of people who are open to new ideas, as...
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...Today’s Business Environment Several principles that have been developed by John Wooden can be implemented into today’s business world in order to build a strong and lasting organization. This can be done by building fundamentals and then training to promote these fundamentals from within the organization. This needs to start with the highest point on the organization’s hierarchical level. The head of the organization needs to learn and implement the pyramid’s base principles which are: industriousness, loyalty, friendship, cooperation, and enthusiasm. Industriousness and enthusiasm are the two cornerstones of Wooden’s pyramid of success. The head of the organization needs set the tone of the organization. He or she must work hard and inspire employees to rise to their extraordinary level of success. The leader must remain positive and continually motivate employees in their organization. The second level of the Pyramid of Success, known as: Self-Control, Alertness, Initiative, and Intentness. The head of the organization is responsible for making decisions and he/she should not let their emotions get in the way of what is best for the organization. As seen in the case of Valley, a former player of Wooden who owns a business and coped with the death of his daughter while conducting business (Edelhauser, 2007). Wooden stresses that knowing the people that work under you can help them in understanding how to care for an organization as a whole rather than for their own interests...
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...|[pic] |Instructor Policies | | |HCS320 | | |Health Care Communication Strategies | Facilitator Information Kelly Hernandez khernandez8@email.phoenix.edu (University of Phoenix) kellyraejackson@gmail.com (Personal) 305-484-3555 (EST) Facilitator Availability I am available from 9 a.m.-9 p.m. Eastern Time on most days, but I attempt to reserve Sunday for my family. On Saturdays, I tend to be online in the morning only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to my personal email address. In the event a third party needs to contact me, please direct them to my contact information listed under "facilitator information." No third party should use your login credentials to gain access to the classroom. Where...
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...INSTRUCTOR’S RESOURCE MANUAL CHAPTER SIX Project Team Building, Conflict, and Negotiation To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER SIX Project Profile: Japanese Automakers Launch “Pre-Collision” Projects INTRODUCTION 6.1 BUILDING THE PROJECT TEAM 6.2 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS 6.3 REASONS WHY TEAMS FAIL 6.4 STAGES IN GROUP DEVELOPMENT Punctuated Equilibrium 6.5 ACHIEVING CROSS-FUNCTIONAL COOPERATION Outcomes of Cooperation: Task and Psycho-Social Results Building a High Performing Team 6.6 VIRTUAL PROJECT TEAMS Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams 6.7 CONFLICT MANAGEMENT What is Conflict? Sources of Conflict Methods for Resolving Conflict 6.8 NEGOTIATION Questions to Ask Prior to the Negotiation Principled Negotiation Summary Key Terms Discussion Questions Case Study 6.1: Columbus Instruments Case Study 6.2: The Bean-Counter and the Cowboy Case Study 6.3: Johnson-Rogers Software Engineering, Inc. Exercise in Negotiation Internet Exercises PMP Certification Sample Questions Bibliography TRANSPARENCIES 6.1 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS • A CLEAR SENSE OF PROJECT MISSION • AN UNDERSTANDING OF TEAM INTERDEPENDENCIES • COHESIVENESS • A HIGH LEVEL OF TRUST • A SHARED SENSE OF ENTHUSIASM • A “RESULTS”...
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...Romblon State University Main Campus Institute of Graduate Studies Odiongan, Romblon Supporting Quality Instruction: Additional LCD Projector For Graduate School Submitted by: EM 212 PROGRAM/ PROJECT DEVELOPMENT AND EVALUATION Summer Class 2016 Submitted to: DR. ESTER L. FORLALES Professor May 2016 Romblon State University Main Campus Institute of Graduate Studies Odiongan, Romblon PROJECT PROPOSAL I. PROJECT DESCRIPTION Project Title: Supporting Quality Instruction: Additional LCD Projector for Graduate School Type of Project: Classroom Facility Project Proponents: Program/ Projects Development and Evaluation Summer Class 2016 Project Beneficiaries: RSU-Institute of Graduate Studies Students Location of Beneficiaries: Main Campus, Romblon State University Date of Implementation: May 4-13, 2016 Duration: Two (2) Weeks Area of Project Implementation: Institute of Graduate Studies (IGS) Budget Requirements ₱ 21,700.00 II. BACKGROUND/ SITUATION ANALYSIS Shortage and unavailability of educational technology facilities were observed in the Institute of Graduate Studies particularly during summer classes. Some of the LCD projectors should be booked in advance by a faculty or students for reservation. If you will be late in reservation, you will borrow from other department or colleges in order to render your report or presentation. The Romblon State University as a premiere educational institution advocates...
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...Cooperation is important management skill in project teams’ Abstract: Cooperation is one of management skills, so this paper aims to introduce the papers in this special issue which highlight the importance of cooperation in project teams’. Conceptual approaches to cooperation in project teams’ are described and a brief outline is given to each paper in the special issue. This special issue brings together studies that enhance our theoretical of understanding of cooperation, addressing core issues related to the role of the project teams’, and improve the skill in project team. Factors that facilitate or hinder cooperation in project teams’ are highlighted, and suggestions on how to deal with those issues in practice are provided. The papers facilitate understanding of the role of the importance of cooperation, the advantages of cooperation and improve it. Key words: project teams’ improve importance Introduction The management skills are the qualities and experience a person possesses that allows them to provide good leadership and organization to group or company. These skills are not only vital to large corporations but also to project teams. And these skills include cooperation, learning and communication. However, the most important skill of these is cooperation. Cooperation is one of the most important themes for modern organizations. Cooperation as a synergistic force is a core organizational process driving organizational effectiveness (Schalk and Petru...
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...Team Creation Paper MGT/437 February 16, 2012 Jeffrey Grogan Team Creation Paper A team creation involves understanding the task-at-hand and gathering individuals that will have the skills needed to succeed. At times, a team could be developed when rearranging furniture in a office or developing a new software for a company. Teams are critical in today’s business markets because of the work load on each employee. Therefore, a team is created to minimize the work load and engage the team’s brain storming techniques. Teams are developed for temporary use in order to complete a project. For example, a team manager will evaluate the project, study the task and establish a group of skillful individuals. Each member of the team will be designated to operate a particular task. As a result, the task will be completed by each member’s professional skill. However, a team can have its negatives as well. For instance, not every member will agree on the way the operation is completed. So, in order for a team to work successfully every member must agree and participate in the task-at-hand. How project team members are selected. A project manager would first decide what parts of the project would need to be recognized the most. Then second the manager would gather a pool of potential candidates to interview. The tasks will be broken down into specialty categories, like: technology, finance, sales, service and logistics. Each interview would be designated towards...
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...relocated the new facility to independence, Kansas, which took two hours by car and 40 minutes by plane. 1. What kinds of people should you hire for teamwork? Open-minded engineers should be hired for the re-opening of Cessna’s company. Engineers that are quick at planning, can work with others, and are at the top of their game in solutions. Engineers with team diversity that has different abilities, experiences, and personalities, in which they can agree on thing and acknowledge others on their ideas as well. 2. What kinds of skills and experience will they need to succeed in a team environment? These engineers will have to have cohesiveness, also me cross-functional at time (just in case someone’s absent), and self-managing because these teams will be solely responsible for all that they accomplish and don’t accomplish. 3. If you decide to take the plunge and use teams, how much authority and responsibility should you give them? Should they be limited to just advising management, or should you make them totally responsible for quality, costs, and productivity? If I chose to use teams they will be a self-managing team, which...
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...Team Creation Kelly Timmons University of Phoenix Project Management MGT/437 Miesha Johnson July 23, 2012 Team Creation The purpose of the paper is to explain team development techniques. Within this paper processes and methods of acquiring, establishing and forming cohesive teams for various projects will be established. Teams that are successful rely on each individual team member to contribute his or her best strength in order to reach the team’s desired goals and objectives. When picking team members project managers should keep in mind the individual weaknesses and strengths of the members and check his or her availability to complete the project. Project managers should clearly express his or her individual goals for the team along with the directives set by the share holders and executives so that the team members understand the project completely prior to committing to the project. Selecting project team members When selecting individuals for a team choose members with some prior experience, having that extra experience could lesson conflict and risk. Each member chosen should be able to sufficiently contribute to every aspect of the project from beginning to closure. Project managers should select team members with likable, positive, and adaptable attitudes. Communication is crucial in a group setting. Although experience is a positive attribute, lack of communication skills could do more harm to the project than the individual’s expertise. Check availability...
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...| Instructor PoliciesCourse QNT/275 - STATISTICS FOR DECISION MAKING 12/16/2014 - 02/02/2015 Campus: ONLINE MAIN Group IDAAHZ1FA595: | | | Facilitator Information Paul S. Hermisbongo67@email.phoenix.edu (University of Phoenix)drhermis@earthlink.net (Personal)415-860-2767 (Pacific )Facilitator AvailabilityTeam, I am available to talk (live) on Saturday and Sundays after 12 PM until 9 PM (PST). During the week (Monday thru Friday), I get home very late in the evening. I will be on-line in the evening but it may be late for you to talk on the phone as 8 PM Pacific Time is 11 PM on the East Coast. If you need to make an appointment with me to talk over the phone, email me first and we will set up time on the weekend to discuss. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so. If you have a personal message for me regarding the class, please place a note in your Individual Folder. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please call me at 415-860-2767 For emergencies, when you are not able to gain access to messages on...
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...------------------------------------------------- Instructional Policies HIS/110 U.S. History to 1865 Course Start Date: 03/31/2015 Course End Date: 05/04/2015 Facilitator Information Joel Getz joelgetz1@email.phoenix.edu (University of Phoenix) brucegetz1@gmail.com (Personal) 210-381-6456 (CST) Facilitator Availability I am available from 9 a.m.-9 p.m. Central Time on most days, but I attempt to reserve Sunday for my family. On Saturdays, I tend to be online in the morning only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to my personal email address. In the event a third party needs to contact me, please direct them to my contact information listed under "facilitator information." No third party should use your login credentials to gain access to the classroom. Where to Go to Class Main: This is the main forum for the class and...
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