Remote project management: challenges and best practices

With the advance of technology, such as the internet and media communications, the world has become much more connected. People have shortened the physical distance through technology facilitations. This advance not only has affected the social side of humanity, but has also opened up doors so that organizations could take part of these benefits. People were trained and encouraged to work from home. Companies saw an opportunity to reduce costs and get the most qualified professionals regardless of their geographic location. In this way, Project Management (PM) with Remote Teams (RT) has taken a relevant place inside organizations. In face of the pandemic situation the world is undergoing, working remotely stopped being an option and became the way to move on. There is an uncountable study on scientific community about PM talking about issues, challenges, best practices, frameworks and other topics, but only a few of them is direct related with remote project management (RPM) and/or RT. To fill this gap, this research aims to identify the main RPM challenges as well as the practices to mitigate such challenges. To evaluate and demonstrate findings, 30 qualitative interviews were performed and 69 surveys were applied with Project Managers who are developing their activities in a remote mode 100% of the time after the beginning of the Covid-19 pandemic. In the end, it is possible to see a list of 14 challenges and 13 best practices they had to apply to maintain their projects in the track and support their teams in this such difficult moment. The author concluded that was a disruptive moment for both workers and companies. Increased quality of life and flexible schedules were identified as a great benefit. On the other hand, much more dedicated work-hours were needed to maintain projects productivity.Com o avanço da tecnologia, tal como a internet e os meios de comunicação o mundo ficou muito mais conectado. As pessoas passaram a encurtar a distancia fisica através de facilidades tecnologicas. Esse avanço não afetou apenas o lado social da humanidade, mas abriu portas para que as organizações também pudessem usufruir desses beneficios. As pessoas foram capacitadas e incentivadas a trabalhar de casa. As empresas viram uma oportunidade de reduzir custos e obter os mais qualificados profissionais independente de sua posição geografica. Desta forma, a gestão de projetos com equipas remotas passou a ter um relevante lugar dentro das organizações. Diante da situação pandêmica que o mundo está a ultrapassar, trabalhar remotamente deixou de ser opção e passou a ser a forma de seguirmos em frente. Existem incontaveis estudos na comunidade cientifica a dissertar sobre gestao de projetos, seus riscos, desafios, melhores praticas, ferramentas e outros assuntos pertinentes. Mas somente um grupo pequeno e restrito de estudos estão diretamente relacionados com a gestão de projetos remota e equipas remotas. Para preencher essa lacuna, esse estudo visa identificar os principais desafios da gestão de projetos remota, bem como as práticas para mitiga-los. Para avaliar e demonstrar os resultados, 30 entrevistas qualitativas e 69 questionarios foram aplicados com gestores de projetos que estão desenvolvendo suas atividades de modo remoto 100% do tempo após o inicio da pandemia Covid-19. No final, pode-se ver uma lista de 14 desafios e 13 boas praticas que foram adotadas para manter seus projetos em dia e apoiar suas equipas nesse momento tão dificil. O autor conclui que foi um momento disruptivo tanto para os trabalhadores quanto para as empresas. Aumento da qualidade de vida e horarios mais flexiveis foram vistos como um grande beneficio. Em contra-partida, foram necessarias muito mais horas de dedicacao ao trabalho para que fosse possivel manter a produtividade dos projetos

The Correlation between Virtual Communication and Employee Engagement

Managers\u27 ability to engage virtual employees (those in different geographic locations) is a determining factor of employee productivity and commitment to an organization. Since 2005, the number of U.S.-based virtual employees increased; however, research regarding virtual communication and employee engagement is limited. The purpose of this quantitative study was to examine if a significant correlation exists between employee engagement (the dependent variable) and the quantity and perceived quality of virtual management communication (the independent variables). The research question assessed the correlation among the quantity of time managers spend communicating with virtual employees, quality of virtual communication, and employee engagement. Homans\u27s social exchange theory served as the theoretical framework. Data collection involved an online survey from 71 U.S.-based virtual employees, working primarily from home. The results of the regression analysis were statistically significant, F(2, 67) = 7.14, p = .002, R2 = .18, indicating that quantity of time a manager a spent communicating with virtual employees and the virtual employees\u27 perceived quality of communication positively affected employee engagement. Findings indicated that managers who communicate more frequently and have a higher perceived quality of communication are more likely to have engaged employees. Business leaders can use this study to inform managers of the need for frequent, high-quality communication with their virtual employees. The findings will contribute to social change by providing organizational leaders with useful strategic information to increase the employee engagement of home-based virtual employees