Challenges of virtual project management in developing countries

Abstract

Multi-cultural virtual teams are important due to the increasing globalization of organizations and proliferation of new network technologies. Global Virtual Teams rarely meet in a face-to-face context and thus encounter challenging problems not associated with traditional co-located teams. To understand the complex issues in a virtual project environment in developing countries, we conducted a research study encompassing these aspects in various software houses in Pakistan. The research study explores and identifies the major cultural challenges and operational and technical complexities faced by virtual project management. We propose a model showing positive reinforcing relationship between various factors of virtual project management thus resulting in effective virtual project management. INTRODUCTIONVirtual project management is the system by which virtual teams collaborate for a finite period of time towards a specific goal to be achieved within time, within budget and according to specifications. Virtual teams are defined here as groups of geographically and organizationally dispersed knowledge workers brought together across time and space through information and communication technologies in response to specific customer needs or to complete unique projects [1]. Technology helps create the "virtual workspace" that the team uses to communicate and collaborate. Cynthia proposes that an appropriate approach is to view virtual projects and teams as simply projects and teams with a virtual overlay [2].Virtual Project Management (VPM) is supplanting the traditional concept of project management because of persistent pressures to reduce costs and headcount, the need to quickly address customer problems, develop products, deliver services, and tap a more diverse pool of employees across the organization [3]. Several studies suggest that Global Virtual Teams (GVTs) face significant challenges in four major areas: communication, culture, technology, and project management [4]. Current research suggests that virtual team failure is directly related to the difficulties of building trust, positive relationships across the three boundaries of geographical distance, time zones, and cultural differences [5]. Dube and Pare [6] outline several of the problems and challenges faced by GVTs.The challenges of leading and managing virtual teams are intensified in GVTs because of the different cultures, languages, business practices and attitudes relating to hierarchy and power. It is critical that leaders of GVTs need to be cognizant of these differences and increase team awareness of regarding these differences.In this research paper, we will address different elements of virtual project management such as culture and language barriers, communication and information security, information redundancy as a result of multi-channel communication, time zone differences, face to face context, team structure, trust building, conflict resolution and management, motivation and tacit knowledge sharing. HYPOTHESISVirtual project manageme...

Related Literature Review 5D Model for Project and Operation/Maintenance Remote Monitoring of Equipment and Piping System

“…Virtual Project Management (VPM). According to Nauman & Iqbal [18], the approach to lowering costs, headcounts, addressing customer issues, developing products, providing services, and utilizing a more diversified pool of personnel within a company is being replaced by virtual project management (VPM). In addition, Nauman [60] published another article, the effectiveness of virtual project management (VPM) systems is influenced by social intelligence and leadership style.…”

“…VPM will encounter a lot of diversification challenges [68] and difficulties as follows, ▪ Language barriers [18, 69] ▪ Information duplication [23] ▪ Time differences [18] ▪ Cybercrime and security [70] ▪ Self-esteem and motivation [71] ▪ Cultural distinctions [72] ▪ Dispute resolution [18,48] ▪ Trust the team [61] ▪ Technical differences [23] vT The virtual team [73] should increase awareness [74], which leads to effective execution [75], ▪ Ability, efficiency, and completion [31] ▪ Communication skills [42,76] ▪ Leadership traits [63,77] ▪ Fear and Trust [14,78] The successful virtual team [6,79] focuses on project management areas aside from software collaboration [62], ▪ Performance evaluation [80] ▪ Functional management [31] ▪ Leadership style [34] ▪ Team trust [33,37] ▪ Design planning [7] It has been noted that fear of trust is always present in the team [33]. However, it's necessary to have a concrete policy and a mutual agreement within the group per project [52,78,81].…”

Towards a project-led economy

“…In this sense, if carried out properly, virtual project management can be just as effective as its traditional counterpart or even more. It is vital to corporate growth and helps teams to operate in the most efficient way possible [29].…”

Virtual Project Management (VPM) in Project Execution

“…GVT intensifies and concentrates on flexibility and globalization. Nauman & Iqbal, 2005 Trust greatly facilitates relationships. Assess, test, and suggest a trust model.…”