Managing Virtual Teams

{Excerpt} Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is—as always—clarity of purpose. But group participation in achieving that is more than ever important to compensate for lost context. Virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions. A team is a cooperative unit of interacting individuals who are committed to a common purpose on tasks; endowed with complementary skills, for instance, in technical competence, problem-solving ability, and emotional intelligence; and who share interdependent performance goals (with indicators and deadlines) as well as an approach to work for which they hold themselves mutually accountable. (People try to accomplish with others what they cannot do alone.) When they are effective, teams are typified by intelligibility of purpose, trust, open communication, clear roles, the right mix of talent and skills, full participation, individual performance, quality control, risk taking, collective delivery of products and services, an appropriate level of sponsorship and resources,and balanced work-life interactions. Their stages of development are likely universal. But here commonalities end: thanks to globalization and, chiefly, the advent of the Internet, unusual teams whose members may never meet face to face have come to proliferate. Their distinct configurations raise unique challenges for managers, to which literature and practice are only just beginning to pay attention

The organization and management of the Virtual Astronomical Observatory

The U.S. Virtual Astronomical Observatory (VAO; http://www.us-vao.org/) has been in operation since May 2010. Its goal is to enable new science through efficient integration of distributed multi-wavelength data. This paper describes the management and organization of the VAO, and emphasizes the techniques used to ensure efficiency in a distributed organization. Management methods include using an annual program plan as the basis for establishing contracts with member organizations, regular communication, and monitoring of processes.Comment: 9 pages, 3 figures. SPIE Conference 8449: Modeling, Systems Engineering, and Project Management for Astronomy

Enhancing Team Dynamics in an Online Learning Environment

The corporate world considers the ability of employees to work well within a team environment as a critical factor in success and expects potential employees to gain experience of team work during their university education. Although team projects have been well-incorporated into the traditional curriculum in higher education, the advent of online learning has created challenges in ensuring effective team dynamics. This research presents a case study implementing an online team learning approach designed to create a positive learning environment at St. Petersburg College. In the original online environment, both staff and students encountered a variety of concerns and ineffective team dynamics. These issues were addressed by the course team using a variety of formalized rocedures, best practices and team documents. This led to improved student interactions, better quality of assignments, as well as lecturers spending less time on team management issues

Organizing the U.S. Health Care Delivery System for High Performance

Analyzes the fragmentation of the healthcare delivery system and makes policy recommendations -- including payment reform, regulatory changes, and infrastructure -- for creating mechanisms to coordinate care across providers and settings

Physicality and Cooperative Design

CSCW researchers have increasingly come to realize that material work setting and its population of artefacts play a crucial part in coordination of distributed or co-located work. This paper uses the notion of physicality as a basis to understand cooperative work. Using examples from an ongoing fieldwork on cooperative design practices, it provides a conceptual understanding of physicality and shows that material settings and co-worker’s working practices play an important role in understanding physicality of cooperative design

Can models of agents be transferred between different areas?

One of the main reasons for the sustained activity and interest in the field of agent-based systems, apart from the obvious recognition of its value as a natural and intuitive way of understanding the world, is its reach into very many different and distinct fields of investigation. Indeed, the notions of agents and multi-agent systems are relevant to fields ranging from economics to robotics, in contributing to the foundations of the field, being influenced by ongoing research, and in providing many domains of application. While these various disciplines constitute a rich and diverse environment for agent research, the way in which they may have been linked by it is a much less considered issue. The purpose of this panel was to examine just this concern, in the relationships between different areas that have resulted from agent research. Informed by the experience of the participants in the areas of robotics, social simulation, economics, computer science and artificial intelligence, the discussion was lively and sometimes heated

Planning and implementation of effective collaboration in construction projects

The 21st century is now seen as the time for the construction industry to embrace new ways of working if it is to continue to be competitive and meet the needs of its ever demanding clients. Collaborative working is considered by many to be essential if design and construction teams are to consider the whole lifecycle of the construction product. Much of the recent work on collaborative working has focused on the delivery of technological solutions with a focus on web (extranets), CAD (visualisation), and knowledge management technologies. However, it is now recognised that good collaboration does not result from the implementation of information technology solutions alone. The organisational and people issues, which are not readily solved by pure technical systems, need to be resolved. However, approaches that exclusively focus on organisational and people issues will not reap the benefits derived from the use of technology, especially in the context of distributed teams which are the norm in construction. Work currently being undertaken at Loughborough University aims to bring together the benefits enabled by the technology, with the organisational, and its people issues to provide a framework enabling high level strategic decisions to be made to implement effective collaboration. This paper reports on the initial stages of the project: the background to the project, the methodology used, and findings from the literature survey and the requirements capture survey conducted as part of the project